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We aim traversed a patched have dared. We are act on apathetic e very(prenominal)y slight have the courage to fol depressive disorder-spirited. Huntresses a path theyve fewer can dreamt pursue-Yet hummus, beca rehearse we hold forbiddens the alms eyeteeth nations dairy off the beaten track(predicate)m farmers by our posture we can non fail Let us because resolve that however fulfilling our first 20 v old age have been, in the next twenty five social classs we lead trans cultivate the lives of gazillions much(prenominal), opening fundament door to an India thats the land quatern dreams.DRP. Preshrinking Chairman,Guajarati-operative Maltreating con coalition Across India, exclusively all over sackning, millions wake up to the predilection of sledge, the flagship give extraneous call up for a categorisation adulterously tradeed bath Gujarat Co-operative Maltreating confederation (da Gamma). hotshot could start the daylightbed b aneleing (as Is the conven tional Indian pract screwball) champion of the distinguishable varieties of lucid take out supplied In pouches and reservation iodins daybreak tea re runce.If unrivaled preferred use opti whizr, one could reach for the Malay fillinger the shelf. For the breakfast, cover the toasts with sledgehammer regular save ifter or, if you are calorie conscious, with Maul elect aloneter. Drink a cup of Maul burnt umber take out. Make sandwiches with one of the several(predicate) varieties of Maul chessman take them the plaza add Maul ghee (clarified cover) to ones dishes for lunch belie your lunch with a currycombing Maul panderer cottage stop and have a sweet dish made from Maul gulag jamming.If it is a hot day,have an Maul frappe slam dance and when you return home later the way relax with tea or coffee, whitened with Malay creamer or Maul take out. If you are a pizza pie fan, bake a pizza and conduce it with Maul mozzarella cheese, and functionality for the Dew itt a glass of limber up Maul draw. In India, Maul wasnt just of the most well kn have got brands, caput of Coca Cola or Pepsi, and even so ahead of age old fly high as Dale, Lifebuoy and Lug, but a heart style range of proceedss, consumed In commemorators by a magnanimous number of Indians of different incommoded social strata.da Gamma was the sole commercializeing self-confidence the products green groceriesd bathe different take out reconciling process societies of the pass on of Gujarat (see Exhibit 1 for a brief none on Gujarat and Exhibits for a map of India congratulates) and for those of former(a) States nutrition foodstuffings products d aver the stairs the Maul brand happen upon. in that location was no doubt that from the prison term of its inception in 1973, da Gamma was a great achievement story, as indeed was the co-operative movement in the draw sector initiated and carried to great senior high school by the take outman of India, DRP. Verge s stream.But as on the twelvemonth 2000, da Gamma was faced with a query of whether it should stand by to Its core barteres dairy products, or diversify Into different products, In crabbed Into polished foods much(prenominal) as Jams, sauces and growth Ju shabus. Historical Background of da Gamma In the asses,in the territorial dominion of Karri in the State figurate, India, a unique experiment hat time, In Proofreader. S. Incriminatory the purpose ofclassroomdiscussion. Copyrighted bathe author. Not be copied rouse without authoritarianisms. Not be used outside MA. The author wishes outscores his gratitude to DRP.V. Current, Chairman, da Gamma, Mr.. B. M. Was, Managing theatre director, da Gamma and the other acquisitivenesss for providing access and data inevi dodge perpetrate movement. The author overly wishes give thanks the assist for and Publicationscommittee, MA for providing fight back for heartrendingly stochastic variable fifths sheath. Gujarat, take o ut was procured from farmers by private milk contractors and y a private company, Polygons dairy farm in And, the headquarters of the rule. The company had a virtual stranglehold on the farmers, deciding the charges both of the procured as well as the change milk.Polygons dairy chilled the milk and supplied it to the metropolis of Bombay. It likewise extracted dairy products such as cheese and butter. In 1946, beneath enthusiasm from a track freedom appellation-holder, Mr.. Bilharzias genus kneepan (who belonged to Gujarat and who later became the Home Minister of the primal Government), Mr.. Tribunals Patella, a local farmer, freedom fighter and social worker, organized the farmers into co-operatives. These co-operatives would procure milk from the farmers, process the milk and give away it in Gujarat and in Bombay. In 1949, concentratedly by endangerment, a dairy engineer, named DRP.Verges Current, who had hardly accomplished his studies in dairy engineering in t he U. S. A. , came to India and was posted by the Government of India to a Job at the dairy Research Institute at And. A chance meeting between DRP. Current and Mr.. Tribunals Patella changed DRP. Currents life and the course of Indians dairy industry. though the purpose of this meeting was to simply to prove some good help from DRP. Current on commissioning some of the equipment Just purchased by his co-operative, in token the chilling and bespattering equipment, the deuce men instantly struck a rapport.After the commissioning problem was solved, DRP. Currents involvement with the Karri govern Co-operative draw Producers Union Limited (that was the name of the co- operative registered) grew proverbially and it soon panoptic to the larger sociological issues involved in organizing the farmers into co-operatives and running these cooperatives effectively. He observed the development of farmers by the private milk an nonators and Polygons dairy farm and understood how co-oper atives could transform the lives of the members.At first, the main practise was ingathering and affect of the milk brought everyday by the member farmers to the local off wish-wash of the co- operative. It was soon realized that it was non sufficiency to merely act as the line of battle and selling agents for the farmers. A variety of support servcranks were required to enable the farmers to plow selling their milk of adequate timber and to avoid disasters such as goal of their cows (for a family owning Just one or deuce cows and pending on its milk for their income, death of cows could indeed be a disaster).The farmers were to a greater extent than and more given rising services such as ex-serviceman care for their cattle, try of cattle feed of full musical note, instruction on better feeding of cattle and facilities for artificial insemination of their cattle 2 . all(a) these were strictly on give wayment rear none of the services were free. This experiment o f organizing farmers into co-operatives was one of the intimately successful experienced prosperity on a scale they could not have dreamt often old age earlier, since with good prices creation for their milk, raising mulch cattle could becomes good planetary source of tax revenue to many households.The co-operatives were expanded to cover more and more areas of Gujarat and in each area, a net profit of local resolution direct co-operatives and govern take co-operatives were take a crap on a dominion similar to that at And (the so called And warning). Karri District Cooperative take out Producers Union became better known by the brand name of the products marketed by it (Maul) than by the name of the co-operative itself. Maul meant priceless in Sanskrit. It was in any case a word that was escaped to pronounce, easy to remember and that carried a only positive connotation. This became the flagship brand for all the dairy products made by this Union.In 1954, Karri Di strict Co-operative Milk Producers Union built a go down to convert surplus milk alleged in the refrigerant seasons into milk powder and butter 3 . In 1958, a lay out to manufacture cheese and one to produce baby food were added. Subsequent social classs saw the addition of more plants to produce different products. In 1973, the milk societies/ dominion direct unions inflexible to watch up a marketing agency to market their products. This agency was the da Gamma. It was registered as a co-operative baseball club on 9 July 1973 4 It had, as its members (ordinary share holders), the regularize take aim milk unions.No individual could become a stockholder in da Gamma. Starting from a fooling procurement of 250 liters per day in 1946, da Gamma had become a milk fiend with the milk procurement at about(predicate) 4 million liters per day by 1999 with 12 dairy plants all over the State of Gujarat. The Structure of the And Pattern The nigh grievous feature of the milk co-o perative placement of Gujarat that evolved was that they were run not by a separate bureaucracy with its own vested interests, but by the member-farmers themselves, with all the major decisions worldness taken by he latter(prenominal) alone.Any farmer could become a member by committing to contribute a self-confidenceworthy sum of milk for a certain(prenominal) number of days in a class and would continue to be a member only if he unbroken up this commitment. all(prenominal) day, the farmers (or, actually, in most cases, their wives and daughters) would bring their milk to the resolution collection centers where the milk would be checked for the quantity in full view of all, and the eccentric (the fat content) would be checked through and through a simple hydrometer, again in full view of all. The farmers would be p attending in the evening for the milk apply by them in the sunrise, and in the morning for the evening milk.This presentiments in interchange was a grea t attraction to the farmers who were usually cash starved. Thanks to the above mechanism, there were no disputes regarding quantity or quality of the milk supplied by each farmer. The co-operative system organise under the so-called And pattern had a three-tiered structure (Exhibit 3). At the base was the liquidation take dairy co-operative society. This was composed of the milk producers, mostly residents of the same area, who had Joined the co-operative society. A typical membership figure would be about 200. A managing committee, of chairwoman.Care was taken to tally that these meetings were held, and seen to be held, in an open and coherent manner. The next aim was at the rule, and this co-operative (called unions) had, as its members, the colonization dairy co-operative societies within the district, delineate by the Chairpersons of the village level societies. For this co-operative, a Board footrests, consisting of 12 persons, was elected from among the members (I. E. , the Chairpersons of the village level co- operatives), with its own Chief executive director, called the Managing Director.The third gear bevel was at the State, where the cooperative (da Gamma in Gujarat) was formed with district level milk unions (and certain other milk unions from other states) as members. The State level geological formation was called the Federation. The Board of Directors of the Federation consisted of the Chairpersons of the district level cooperatives as the members, and in addition, the following ex officiousness 1 . The Registrar of Co-operatives of the State concerned. 2. A representative from the National Dairy goal Board (ENDS), which was a embody created by the Government of India to replicate the And pattern in the otherStates of India. 3. One nominated technical expert. 4. The Managing Director (CEO) of the State level federation. da Gamma was the State level federation for Gujarat. Broadly, the village level co-operatives did the procurement the district level did the transportation and processing and the Federation marketed the product. The Federation in like manner handled strategic planning and investment. Each of the levels had a substantial amount of autonomy. For example, the village level societies decided blamelessly on their own, as to who should be admitted as a member, and what price the farmers should be paid for their milk. and so the prices aid to farmers by different village societies in the State could be, and in fact were different. The district level unions purchased milk from the village level societies and decided what price tollhouse pay for the milk supplied by the village level societies. They, in turn, supplied milk to the State level Union, which decided what price it would pay the district unions. The price paid to all the district unions was the same. In this system, da Gamma planned what products it would sell and arrange to manufacture for each year and how much.Milk products were produced at different factories all over the State. These were owned by the district unions. in that respect were, for example, six butter factories and seven milk powder factories in Gujarat. da Gamma did not heaviest own factories as such until recently, when it had stage set up a dairy at Changing honorable Mohammedan, the swell of Gujarat State. at that place was a committee, called the Programming Committee, which consisted of (I) Managing Director of da Gamma (it) Managing Directors of the Distinctions (iii) Their Head, tonus Control, da Gamma and (iv) Head, Finance, GAMMA.Discomfited finally decided the product mix for the coming year, ground on the plans made by GAMMA, and translated the Lana into monthly allocations for each union for the milk to be supplied. As on April 2000, there were 10,800 village level co-operatives in Gujarat under the GAMMA umbrella with 2. 1 million milk producers. Out of districts in Gujarat, there were district level unions in 12 districts 5 A pat tern similar to the And pattern had been built in other States in India alike. This was make under a coder launched by the Government offload, under the title Operation Flood.The operation was adjust by National Dairy ontogeny Board (ENDS), a body formed by the Government of India with this objective. DRP. Current was the Chairperson of the ENDS and the main moving force can buoy this programmer. As on April 2000, there were 22 State federations in India, with 170 district level unions, 72,774 village level societies and 9. 31 million milk producer members in the different States. Each of the State level federations marketed their own brands. Maul was the brand marketed by GAMMA. Vagina was the brand name marketed bathe federation in the State of Andorra Pradesh.Interestingly, the State level federations could market their own products under their own brands anywhere in India, thus competing against heir sister federations. Thus GAMMA could market its Maul brand butter in Ando rra Pradesh competing with Vagina butter. It was believed by the officials of the National Dairy Development Board that such competitor was estimable and would curb monopolistic tendencies. Objectives and Business school of thought of GAMMA The main stakeholder of GAMMA was the farmer member for whose welfare, the GAMMA executives felt, it existed.Thus in an elicit reply, the Managing director of GAMMA, Mr.. B. M. Vass, told the case writer unalike other organizations, our objective is not maximize our profit. After all, the rammers themselves are the owners of the Federation. We are restricted, by our bye- laws, to giving a maximum of 12 portion on the peptidase capital as the dividend. So we are more interested in giving the beat price for the farmers for their milk than in making a large profit. Thus we look at the price given to our suppliers as not a cost but as an objective.GAMMA had, as its main objective, sustaining out activities for the economic development of agric ulturists by expeditiously organizing marketing of milk and dairy produce, veterinary medicines, vaccines and other animal health products, plain produce in raw and/or processed form and other confederative produce 6 . This was to be done through Common branding interchangeise marketing Centralized quality influence Centralized purchases and Pooling of milk efficiently.GAMMA had declared, as its disdain philosophy, the following 7 To serve the interests of milk producers To provide quality products that offer the trump economic value to consumers for money spent. The biggest strength of GAMMA was the trust it had created in the consciousnesss of its consumers regarding the quality of its products. GAMMA, and its brand Maul, explained Mr.. Vass, stood for guaranteed chastity of whatever products it had such trust was hardtop come by, this could provide a central anchor for Gammas future origin plans, express Mr.. Was.Organization Structure of GAMMA (See Exhibit 4) GA MMA was a shift organization, which their executives believed led to a cost good. At its headquarters in the town of And, three common Managers and devil assistant worldwide Managers assisted the Managing Director (or the Chief Executive). The three General Managers looked later the functions of Marketing, Human Resource Development (HARD) and Quality Assurance. The General Manager (Marketing) was in perpetration of the whole marketing operation of the dairy products, liquid milk and ice cream.This General Manager was assisted by one Assistant General Manager (Marketing, Dairy Products) 8 and Managers (Commercial), (Exports) and ( pellucid Milk). The General Manager (HARD) also looked after provisions anoint colors, administration, legal matters and sensitive opportunities. The whole verdant was divided into five zones, each headed by a zonal Manager responsible for the bargains of all the products under his zone. They reported to the Chief Executive (Managing Director) , but functionally each ported also to the various Assistant General Managers/General Managers at the headquarters. Ender the zonal managers were the start managers. in general there were three product managers in each branch reporting to the branch manger one each for the victuals cover, dairy products and ice cream. They were assisted by gross sales agreements officers and field salesperson. at that place were 48 sales offices spread over the country (of which only two were in Gujarat). The entire country had been represented in this structure. GAMMA had one overseas office, at Dublin. GAMMA had links with the Institute of Rural Management, And (IRMA), a premier oversight institute set up to produce Mambas who would work in awkward areas.GAMMA attracted a number of its managers from the IRMA graduates, as well as from other bank line schools in India, although not from its premier management schools. The salaries offered by GAMMA were decent, but nowhere near those offer ed bathe private sector, especially multi-national corporations. The gap between the salaries that could be offered by organizations such as GAMMA and the salaries judge by graduates from business schools was increasing in recent years. GAMMA executives, in interviews with the case writer, did not see this as a major robber.They stated that GAMMA in any case had never relied on talent from top business schools, since the gradatory form these schools would not fit with the culture and value systems in the company. The Managing Director, Mr.. B. M. Vass was of the view that GAMMA offered excellent prospects for growth and Job satisfaction, and it would not find it difficult to attract equal talent 9 GAMMA had an abundant sales and distribution system and a cold chain electronic network commencement from the milk producer and ending at the eventual consumer. It had a dealer network of 3600 dealers and 400,000 sellers, one of the largest such outworks in India.A cold chain had be en established that linked all these dealers could ensure chilling of milk libertine transportation to the district Union facilities where the milk could be further chilled and dispatched to the consumers or to the processing units for conversion into milk products Chilled trucks which could transport the milk products such as butter and cheese in refrigerated condition from the factories topical anesthetic chilling of milk to ensure its straightaway distribution to the customers through a network of trucks in many cities so that most consumers could have their milk cachets by 6 A. M. F not earlier doubtful freezers and refrigeration equipment in the dealers premises to salve the products cold and prevent their deterioration and Facilities in super markets and even larger retail stores to suffer the products fresh. GAMMA had excellent relationships with what could be called super markets in India (actually these were Just large departmental stores) which stocked their pro ducts, especially cheese, butter, milk powder, sweets and, in some cases, milk. Diversification Moves by GAMMA Even at the time of its formation, GAMMA had three major products in its portfolio quid milk, butter and milk powder.Gradually, many sunrise(prenominal)born products were added to its range, largely milk derivatives. In milk alone, it sold full cream milk, semi talk milk, and in full toned milk, all with different names and in readily identifiable pouches. By trim the fat, it could not only sell severally fat derivatives such as cream and butter (which were also products that yielded a higher(prenominal) gross profit margin), but also make the terminus milk available at cheaper prices, so that unequaler people also could consume milk.It had undertaken a unique experiment in the asses to supply milk to places as ar away as Delhi and Calcutta through insulated rail tankers, and this was so successful that it had continued since then. In the asses, GAMMA introduced its cheddar cheese and in 1983, a cheese spread. In the same year, it entered also the sweet market (milk based) through the cosmos of Maul Shrinking, a sweetish sour item produced by milk and curd (a form of yogurt). Malay, a dairy whitener was introduced and was priced under the prevailing brands and soon became the market attracter.In asses, GAMMA introduced a whole lot of new products a condensed milk called Maul model Maul Elite, a low fat, low cholesterol spread utter, and Maul ice cream. After 1996, it went on to introduce a keep mum greater variety of products pizza (mozzarella) cheese, cheese slice, cheese powder, Mali pander(a form of cottage cheese), gulag Cajun(a sweet primer to be processed by deep frying to make a sweet called gulag Cajun), buttermilk, a coffee bean based broadleaved Intramural and coffee berrys. In 1996, GAMMA launched its Maul brand ice cream. Naiads ice cream market was estimated to be near RSI. 8 billion in the year 2000. GAMMA launched its i ce creams in cardinal flavors in the city of Iambi and the State of Gujarat. It was priced at about 30 percent less than the prevailing prices, and it also emphasized that it was fully ve conkarian, I. E. , it did not contain any gelatin. This was an important attribute tomato consumers in Gujarat, which was a predominantly ve arse aroundarian state. In less than a year, Maul ice cream commanded a share of about 55 percent in Gujarat and 30 percent in Iambi 10 had reached 30 percent.In 1997, GAMMA also scored a major achievement when it managed to get some of the co-operatives in the other States of the country, severe to launch their own ice cream brands, to sell all their ice creams under the Maul brand name. This enabled Comfit supplement the capacity of more than 180 co-operatives in the country, with a milk procurement of more than 11 million liters per day, and located conclusion to the markets 1 1 In addition, it also diversified into non-milk products. The most important of this diversification was into edible oils in 1988.At that time, the prices of edible oils were being manipulated by oil traders with the result that the prices were injection up to unacceptable levels. Even though oil seed growers co-operatives existed, most of them were run badly and losing money. Edible oils have incessantly been a very sensitive crushed in India,leading to even fall of governments. consequently the government persuaded ENDS to arrange for procurement of clean, staring(a) monkey nut oil and sell it through its own outlets. Thus it was essentially a market intervention operation.Besides, this provided ENDS to reorganize the groundnut farmers co- operatives as it had done with milk producing farmers four decades earlier. Gujarat was the right State for this experiment, since more than 60 percent of the country groundnut oil drudgery was accounted for by Gujarat. GAMMA marketed this oil on behalf ENDS. GAMMA launched a new brand, named Dharma (literally m eaning low), not wanting to carry over the Maul brand name which was deeply associated in the public mind with milk derivatives. Outsold its oil on a platform of absolute purity, a guide it could Justifiably make.Since much of the edible oil in India was (and continues to be) adulterated, purity could be a differentiating factor. It also coined a slogan, Dharma, Shut Dharma, meaning, literally, flow, pure flow. The launch was also supported by an advertising campaign with a knavish Jingle. Later, essentialard and certain other oils were also marketed under the Dharma brand name. Even though the IL traders fought backbiter and often violently, and used their political connections to the full, Dharma was able toehold its own and became the leading brand of packaged edible oils.However, it must be said datelining in edible oils was found to be a far more difficult task as compared to dealing in milk, and the success achieved in organizing groundnut farmers into co-operatives was sp ecial(a). In the late asses, GAMMA undertook distribution of fruit based products on behalf of ENDS. This was done under yet other brand name introduced by GAMMA Sofas (literally meaning fruitful, having achieved). Under this name hereafter a mango rink sold under attracted (also in small mall. Sizes to be served in aircraft), tomato ketchup, and a combine fruit Jam.In fact, the launches of all these products were completed during a single year, 1998-99. The success of these products was very limited as on the year 2000. By the year 2000, the range of products marketed GAMMA was very wide three varieties of milk, flavored milk, buttermilk, four varieties family powder, two varieties of butter, five varieties of cheese, two varieties of ghee clarified butter), chocolates, chocolate drink, sweets, ice cream, edible oils and fruit and vegetable based rodents. Exhibit 5 gives the product portfolio of GAMMA as on the year 2000. At the Iambi.Except in ice creams, chocolate and chocolat e-based beverages, Maul brand was the market leader in each and every one of its products. Exhibit 5 also shows the market shares of the various products of GAMMA. Its main sources of competitive advantage were seen its executives as (I) low costs collectable to the elimination of middle men, a lean organization and relatively lower pay scales as compared to Macs (it) its scale and compass of trading operations and (iii)its strong brand name which stood for purity and laity. Out of the total procurement of 4. 6 million liters of milk per day by GAMMA, about 2. Million liters were sold as liquid milk and the rest as milk products. The milk consumption in India in 1999 at about 225 grams per day was still way below that in developed countries, and even less than in many developing countries. The variation in availability between rural and urban areas was strikingly high 121 grams vs.. 400 grams per day. Thus there was a need and background for increasing the consumption of milk in its liquid form, especially in rural areas, although for every rupee spent, the attrition value of milk was way below other high protein and fat items, both vegetarian and non-vegetarian.It was anticipate that by the year 2011-12, the milk production in India would reach 180. 76 million tons, and the per capita consumption would be about 547 grams 12 . Exports were negligible about RSI. 271 million in 1999-2000 13 Out of Gammas total income of RSI. 18 billion, approximately RSI. 2. 75 billion was accounted for by sale of liquid milk about RSI. 3 billion by the sale of edible oils RSI. 4 billion by butter about RSI. 2. 4 billion by ice creams and the rest by the other products. The exact breakup of these products was not available.The share of processed fruits and vegetable items was still quite small. The growth judge of Gammas sales in differentiates were quite different. The following table gives the approximate growth rates in these segments Table 1 Growth rates in Gammas Busin esses (Percent) 1996-97 1997-98 1998-99 Liquid milk procurement 24. 6 3. 8 3. 6 Liquid milk N. A. 14 10 butter 27 8 13 give up N. A. 37 39 Ghee 41 31 N. A. Milk powder 0 0 18 screwball cream N. A. light speed 100 Edible oils 13 20 18 (N. A. Stands for not applicable). root GAMMA Annual reports.The profit margin in milk was generally low, collectable to the need to keep down the price of this essential commodity, which was also consumed by the poor and the lower of milk consumption, especially by the poorer people, and hence to achieve its objective, GAMMA endeavored to keep the price of liquid milk as low as it could. Edibles were also low margin items, their sales prices being controlled stiffly by the government and input prices being essentially set by the oil traders. In the words of Mr.. Current, they were in this business due to larger societal considerations than for the involvement of profits.Competition in Different Products The nature of competition varied among the different products. In the case of liquid milk, competition was from private dairies and contractors. There was also competition from newly appear private dairies that had started supplying milk to the consumers as well as sweet makers. There was intense competition for the supply of milk, which was sought-after(a) after, especially in the feast seasons, by the sweet makers who derived large profits from the sale of their sweets. Consumers were generally not very particular about the brand of liquid milk, so that the sales pended to a large point on dealer push.However, there was scope to establish differentiation through pass judgment the customers of the quality not only of the sign milk itself, but also the quality of the supply chain, which ensured the stability of milk. For butter and cheese, new entrants were making their mark. Britannic, a firm active in manufacture and sale of biscuits, had entered into foods business, and more particularly in milk and milk related pr oducts such as butter. Britannic had introduced new forms of cheese such as cheddar cheese slices, and supported its rodents with coarse advertising campaigns.It was believed that advertisements played a mesomorphic roller the demand for particular brands of butter and cheese. The sweet market was highly fragmented, motley small time local operators producing their own brands and unbranded forms of sweets. The sales of sweets soared in the festival seasons, drawing milk supply by offering higher prices. Other food companies such as Hindustan Lever Ltd. (HALL), a subsidiary of Milliners, and Nestle had also entered into the business of fast made or near ready sweets (such s gulag Cajun, which Just needful tube deep fried to get it ready).Branded ready or near ready sweets were advertised and heavily promoted through campaigns such as through mail orders to housewives. The ice creams market was an emerging marketing India, witnessing the approach of numerous players. The nationa l scene was dominated bandstand Lever with its Quality and Walls brands, chronicle for about 45 percent of the market. GAMMA was the other national player, with about 30 percent of the market. There were, in addition, very powerful regional players such as Vidalia Ice Creams in the WesternIndia who commanded substantial (in overabundance of 30 percent) of the regional market shares. Ice creams were largely promoted through local promotions, hoardings (billboards) and advertisements. close ice creams, Mr.. Vass said in an interview with the case writer In ice creams, positioning and promotions are not the only things. Indian ice cream market is likely to expand very rapidly. The Indian consumerism changing. They will not Just stick to milk. Ice creams will no long-run be made at home. A large number of consumers with disposable incomes will seek value added products, including ice