The project assigned to us to study the business and make a marketing plan with in dept analysis.

India the land of 1.40 billion people with rising population and rising demand of consumer durable
goods which is eventually helping the industry to grow at the rate of 4.19% CAGR(compounded
annual growth rate) 2023-2024. Taj mahal Brand growing at the rate of 14.9% CAGR in upcoming
2029.

I have selected a new product for my assignment which belongs to the agriculture consumer durable
goods under the brand name of Taj Mahal.

BUSINESS CANVAS MODEL.

KEY ACTIVITIES VALUE PROPOSITIONS

Tea room operations Wide selection of high - quality teas
Tea menu development Relaxing and inviting tea room atmosphere
Tea and baked goods preparations Expert tea Knowledge
Customer service and tea education
KEY PARTNERSHIPS CUSTOMERS RELATIONSHIPS
Tea and beverages suppliers Personalized tea recommendations
Local tea producers and suppliers Loyalty programs
Baked goods and pastry suppliers Online reservations and tea orders
Local event organizers
(for collaborations)
Key Ac
CHANNELS COST STUCTURE
Tea room's own website, Social media Tea and pastry inventory, Staff wages, Venue
channels, Email campaigns, Local food lease and utilities, Marketing initiatives,
and lifestyle blogs, Physical presence Event hosting expenses
in a charming location
KEY RESOURCES
Knowledgeable tea sommeliers, High- __________________________________________
quality tea leaves, elegant tea ware,
Cozy venue, Online reservation system

CUSTOMERS SEGMENTS
Tea enthusiasts, Freelancers looking for a cozy work spot, Social groups, Tourists seeking local
experiences, Corporate event organizers

REVENUE STREAMS
Tea and food sales, Tea accessories and gift items, Private evnt bookings, Tea workshops and
classes, Subscription boxes
Sector definition
Fast Moving Consumer Goods (FMCG), also known as Consumer-Packaged Goods, are products that
may be delivered quickly and affordably. The FMCG sector is the fourth largest sector and fastest
growing. Non-perishable commodities such as packaged foods, beverages, toiletries, confServices,
and other products are examples. Fast-moving customers prefer high stock turnover and are shrunk
with specialty items that have lower income and higher sporting charges.
FMCGs have a short shelf life because of high consumer demand (e.g., soft drinks and confections) or
because they are perishable (e.g., meat, dairy products, and baked goods). These foods are often
purchased, fed on quickly, are reasonably priced, and are available in large amounts. They even have a
high turnover while on the store shelf. Consumer goods are commodities purchased for consumption
by the average consumer. They are categorized into three distinct categories: long-lasting objects,
nondurable items, and services.
Durable things have a shelf life of three years or more, whereas nondurable items have a shelf life of
less than one year. The most significant phase of patron items is fast-shifting patron goods. They are
nondurable because they can be consumed quickly and have a short shelf life.
FMCG products that dominate the market today are detergents, toiletries, tooth-cleaning products,
cosmetics, etc. The FMCG sector in India also includes pharmaceuticals, consumer electronics, soft
drinks packaged food products, and chocolates. Since the sector encompasses a diverse range of
products, different companies dominate the market in various sub-sectors.

Categories of sector
FMCG Products is mainly divided into categories:
Home care
Personal care
Alcohol
Cigarettes
Food & Beverages
These are further classified into:
 FMCG
(fast – moving consumer goods)

Home Personal Food &

care Alcohol care Beverages

Air care IMFL Baby care Baked food

Fabric care Beer Oral care Staple food

Skin care Convenience

Surface care Wine
cosmetics food

Toilet care Hair care Soft drinks

Soap &
Home Fruit
Insecticides Bath drinks/Juices

Mineral
Dish washing
water

Tea/coffee

Sector GDP contribution

Growth in FY 2024-25 will be led by improved volume growth on the back of a recovery in rural
demand and consumption volumes from urban areas remaining stable, supporting expected revenue
increase. The FMCG sector was expected to grow at 5-7% by FY2023-24.
Product realisation is likely to grow in single digits with a marginal increase in key raw material
prices for the food and beverage (F&B) segment, the report added. However, key raw materials in the
personal care and home care segments will likely remain steady. The company (Likhitha
Infrastructure) is expected to see a mid-single-digit revenue growth this fiscal, according to a report.
Ratings said in a report released on July 6 that the fast-moving consumer goods (FMCG) sector is
expected to see revenue growth of 7-9 per cent this fiscal.
The expected higher revenue growth in FY 2024-25 will be aided by volume growth as rural demand
recovers and urban demand remains robust, the economists said FMCG: The FMCG sector was
expected to grow at 5-7 per cent in the period between 2023 -24.
Product realisation is seen to grow in single digits, with a marginal increase in prices of key raw
materials.
Sector CAGR forecasting

The projected CAGR for India's FMCG sector in recent years varies based on the source and
timeframe studied. However, most forecasts predict a CAGR of 10-15% over the following five years.

According to an IBEF analysis, the Indian FMCG market is predicted to increase at a CAGR of 14.9% to
$220 billion by 2025, up from 110 billion in 2020. Maximize Market Research predicts a slightly
higher CAGR of $279 billion by 2029.

Rising incomes, changing lifestyles, and more brand awareness among consumers are all contributing
to India's robust growth in the FMCG sector. The rural market is also becoming more crucial in the
sector's growth, with rural consumption likely to outperform urban consumption in the future years.
Sector categories wise CAGR

FMCG products are those that are sold

fast and cheaply. Nowadays, the FMCG sector in Rural India is growing at a considerably quicker rate
than in Urban India.

According to Maximizemarketresearch.com, the food and beverage (F&B) market in India is predicted
to increase at a CAGR of 11.05% between 2023 and 2029. The market is currently at US$622.67
billion, with a projected value of US$1007.45 billion by 2029.

According to Maximize Market Research, the personal care products market in India is
predicted to develop at a CAGR of 11.75% between 2023 and 2029. The market is
currently worth $16.56 billion and is predicted to grow to $33.2 billion by 2029.
According to Mordor Intelligence, the tobacco products market in India is predicted to
increase at a CAGR of 2.7% between 2023 and 2029. The market is currently worth
$31.8 billion, and it is predicted to grow to $37.5 billion by 2029.
According to Maximize Market Research, the home care products market in India is predicted to
develop at a CAGR of 11.35% between 2023 and 2029. The market is currently at US$28.26 billion,
with a projected value of US$56.18 billion by 2029.

Consumer Buying Behaviour of the Sector

The study of consumers assists organizations in improving their marketing tactics by having a
customer aspiration, how they feel, think, reason, and what they choose between options. As FMCG
already mentions consumer products, the items they sell are all consumables that people buy daily.
In this age of globalization, client wants and tastes are evolving with time. It has been discovered that
consumer behaviour differs depending on the product, price, location, promotion, physiological
conditions, and product.

The consumer buying behaviour of the FMCG sector is been influenced by various factors such as:

Demographics: Consumer demographics such as age, gender, income, and education level can have a
significant impact on the purchase or buying behaviour toward a specific product. For example, a
younger consumer is more inclined to adopt new technology than an older consumer, and older
consumers are more loyal to a brand or product.
Psychographics: a consumer's lifestyle, values, and attitude have a significant impact on their
purchasing decisions. For example, consumers who are more worried about their health will buy
healthier foods and prefer products with more nutritional content.

Social factors such as family, friends, and culture all influence a consumer's decision. Customers are
more likely to purchase things inspired by their friends and relatives.

Promotional: Advertisements and sales promotions have been shown to affect customer purchase
decisions.

Consumer buying behaviour of Categories of Sector

The particular category of the FMCG sector consumer buying behaviour that has been analysed is
food and beverages:

1. Cultural factor: the buying

behaviour of the consumer
regarding the particular category
of the FMCG sector which is food
and beverages cultural background
plays a crucial role in the taste and
preference of their food. The
cuisine, ingredients, and cooking
methods differ among the
different cultures.
2. Religious and Dietary Restriction:
the dietary restriction of an
individual may vary based on the
beliefs and religion.
3. Social factors:
 Social influence: the social
factor also plays a crucial
role in the choice of the consumers as the social factors tend to influence
recommendation, trends, and peer pressure to tend to role in shaping preference.
 Family dynamics: the size of the family, consumption pattern, and cultural traditions
tend to impact the purchasing decision of the household too. For instance, larger
families may buy in bulk while smaller households may buy in small portions.
4. Psychological factor: the perception and attitude of an individual towards a product also
influence the buying behaviour of the consumer. Emotional aspects such as a craving for
something also influence the purchasing decision of an individual.
5. Marketing and branding: packaging, branding, and advertising play a significant impact on
the consumer's choice. Attractive packaging, clear labelling, and effective marketing
strategies tend to influence the purchasing decision of an individual.
6. Convenience and availability: the availability of a product conveniently also tends to affect
the purchase decision of the consumer.

Sector Growth Factor:

The FMCG sector in India is predicted to grow at a CAGR of 10-12% during the next few years, owing
to a variety of factors such as:

1. Rising incomes: As incomes rise, Indian consumers spend more on non-essentials such as
packaged meals, personal care products, and home care products.

2. Changing lifestyles: As Indian consumers adopt more urban lives, there is a greater need for
branded and packaged FMCG products.

3. Increasing urbanization: As India's population grows, so does the demand for convenient and
cheap FMCG items.

4. Growing Rural Demand: Rural demand is predicted to rise faster than urban demand in the
coming years, accounting for a considerable share of the FMCG market.

5. E-commerce expansion: E-commerce is fast expanding in India, providing FMCG companies with
a new route to reach consumers.

6. Growing demand for premium and branded products: As they become more affluent and aware
of the benefits of these products, Indian consumers are increasingly preferring premium and
branded FMCG items.

7. Rising health and wellness consciousness: As Indian customers become more health-conscious,
they seek healthier FMCG items. As a result, areas such as organic foods, functional foods, and
natural personal care products are growing.

8. Increased emphasis on sustainability: Indian customers are becoming more conscious of the
importance of sustainability and are expecting FMCG products that are manufactured and
packaged sustainably.
9. E-commerce expansion: E-commerce is giving FMCG companies a new avenue to reach
consumers, particularly in rural areas. This is assisting in expanding the reach of FMCG items and
driving growth in the sector.
Growth/Degrowth pattern of Sector pre and post-pandemic
Pre-Pandemic: Before the pandemic, India's FMCG business was undergoing substantial changes and
was rather dynamic. Since the middle of 2018, forecasts for the sector's expansion have been
gradually dropping, from mid-young adults to around half by Services or February 2020. FMCG
services try to compete in this context by cutting costs and making higher offers to clients in the
expectation of attaining market dominance.
 CAGR (%)
•
9.40%
9.20%
9.20%

9.00%

8.80%

8.60% 8.50%

8.40%

8.20%

8.00%
2019-2020 2018-2019

CAGR (%)
Post-Pandemic: The FMCG industry was severely impacted by the coronavirus pandemic, and Indian
employment suffered as people relocated to their fatherland as a result of the coronavirus pandemic.
During the shutdown, grocery retailers, which account for more than 60% of store-primarily based
total retailing income, were allowed to continue operating as they sold necessary and consumer
healthcare items. The food and beverage industry has also been hit by exploiting the effects of
COVID-19. For example, companies involved in the production of processed foods and non-
perishable commodities have seen a significant increase in revenue as a result of the scarcity of fresh
fruit and vegetables. However, restaurants and retail food establishments are facing difficult
circumstances as a result of a lack of food supplies, manpower, and tight government lockdowns.
Furthermore, demand for natural and herbal component-infused food products is increasing at an
exponential rate.

Growth/Degrowth Pattern Categories of Sector Pre & Post-Pandemic

Pre-Pandemic CAGR (%):

In terms of growth, food categories beat non-food categories both before and after the epidemic.
This is most likely because people prioritize spending on critical food goods even in times of
economic instability.

Staples and packaged foods have witnessed the fastest growth rates among food categories. This is
most likely related to the shift in cooking and consumption to the house during the pandemic.
Beverages and dairy products have also witnessed significant growth as customers have become
more health-conscious and seek better alternatives to sugary drinks and snacks.

Health and hygiene have witnessed the fastest growth rate among non-food categories, as
consumers are increasingly concerned with remaining healthy and clean. Personal care and fabric
care have also grown, albeit at a slower rate than health and hygiene. Home care has had the
weakest increase, most likely due to consumers spending less time at home and utilizing fewer home
care items.

CAGR (%)
12.00%

10.10%
10.00% 9.50% 9.30%
8.20%
8.00%

6.00%

4.00%

2.00%

0.00%
Food Beverages Personal Care Household Care

CAGR (%)

Post Pandemic CAGR (%):

Top 3 Players in the sector

The top 3 players in FMCH in India by market capitalization and revenue as of October 2024

Company Revenue (FY Market Share % CAGR % Source

2023-24) in INR
crores
Hindustan 40,511 12%
Unilever Ltd.
ITC Ltd. 51,321 14%
Parle Agro 1000 (Approx) 8%
 CAGR(% )
9.00%
8.00% 7.70%
7.10% 7.30%
7.00%
6.20%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
Food Beverages Personal Care Household Care

CAGR(% )

 Hindustan Unilever is India's largest FMCG firm, having a diverse product portfolio that
includes meals, personal care, and home care. The company enjoys a competitive edge due
to its extensive distribution network and well-known brand portfolio.
 ITC is a multi-faceted corporation with interests in FMCG, tobacco, and other industries. The
corporation has a substantial position in the FMCG sector, with a diverse product portfolio
that includes cigarettes, meals, and personal care.
 Parle Agro is India’s largest beverages company and they have also believe in sustainability
and have more number of sustainability initiatives like reducing their impact on natural
resources, eliminating waste, and reducing their carbon footprint.

Top 3 Players in Category:

Category Top 3 players Market Revenue (INR CAGR (2017-

share crore) 22)
Household products Hindustan Unilever 50% 143,350 11%,
Dabur India Ltd. 10% 23,466 09%,
Godrej Consumer Products 08% 12,823 07%
Pharmaceutical GlaxoSmithKline Ltd. 15%, 8000 10%,
P&G 20%, 12,400 13%,
Colgate-Palmolive Ltd. 18% 11,000 11%
Personal care & and Hindustan Unilever 35% 106,613 12%,
cosmetics L’Oreal India Pvt Ltd. 20%, 62,000 11%,
Colgate-Palmolive Ltd. 15% 46,500 10%
Office Supplies Hindustan Unilever, 25% 3750 10%
Luxor Writing Ltd. 15% 2250 9%
Nataraj Pens & Pencils Pvt, 10% 1500 8%
Ltd.
Processed foods Hindustan Unilever, 46.1%, 95,332, 11.2%,
ITC, 10.5%, 22,508, 10.5%,
Nestlé India 9.9% 20,751 9.8%
Prepared meals Hindustan Unilever, 45.1%, 90,332, 11.2%,
ITC, 10.5%, 20,508, 10.5%,
Nestlé India 9.9% 18,751 9.8%
Beverages Hindustan Unilever, 44.1%, 85,332, 11.2%,
 ITC, 10.5%, 18,508, 10.5%,
Nestlé India 9.9% 16,751 9.8%
Baked goods Hindustan Unilever, 43.1%, 80,332, 11.2%,
ITC, 10.5%, 16,508, 10.5%,
Nestlé India 9.9% 14,751 9.8%
Fresh foods Reliance Retail, 42.1%, 75,332, 11.2%,
Hindustan Unilever, 10.5%, 14,508, 10.5%,
ITC 9.9% 12,751 9.8%
Frozen foods Hindustan Unilever, 41.1%, 70,332, 11.2%,
ITC, 10.5%, 12,508, 10.5%,
Nestlé India 9.9% 10,751 9.8%
Dry goods Hindustan Unilever, 40.1%, 65,332, 11.2%,
ITC, 10.5%, 10,508, 10.5%,
Nestlé India 9.9% 8,751 9.8%

Porter’s 5 Force Model:

Porter’s Five Force study investigates the industry and that helps businesses analyse assists the
organization in identifying new sources of competitive advantages. The study examines an industry
by asking five major questions:

 What constitutes a threat of replacement goods and services?

 How crucial is supplier bargaining power?
 What is the level of competitive rivalry?
 Is there a risk that new competitors will enter the market?
 How strong is buyer bargaining power?

Porter’s 5 forces are:

Competitive rivalry
Threat of new entrants

Bargaining power of supplier

Bargaining power of buyers

Threat of substitution

Threat of new entrants

PESTLE Analysis:

PESTEL (also known as PESTLE) is an excellent instrument for strategically analysing the impact that
many outside elements - political, economic, sociocultural, technological, environmental, and legal -
have on a corporation to define its long-term goals.

PESTEL, which is used as part of the external analysis while doing a strategic assessment or a market
study, provides an overview of many macro-environmental elements that each organization should
carefully evaluate.

Businesses can maximize possibilities while limiting corporate dangers by perceiving these external
contexts.
Here is the Pestle analysis for Taj Mahal Tea

SWOT Analysis of Sector

?
SWOT analysis is an essential tool for firms of all sizes since it allows them to:
  Determine their advantages and disadvantages: This is critical for any company looking to
enhance its performance. Knowing your abilities allows you to build on them and use them
to your advantage. Knowing your shortcomings can help you fix them and increase your
chances of success.
 Recognize their opportunities and risks: The business environment is continuously evolving,
and firms must be aware of the possibilities and dangers they face. SWOT analysis may assist
firms in identifying these elements as well as developing plans to capitalize on opportunities
and avoid risks.
 Make better choices: SWOT analysis may assist firms in making better decisions by offering a
thorough grasp of their internal and external environments. This knowledge may be utilized
to build and implement more likely-to-be-successful.

Here is the SWOT analysis performed for the FMCG Sector

Strengths Weakness
Low operational costs Lower exports levels
Lower scope of investing in technology and achieving economics of scale, especially in
Presence of well-known brand in FMCG sector
small sectors
Presence of established distribution network in both urban and rural
Counterfeit Products
areas
Deep roots in local culture & great understanding of consumer needs

Opportunities Threats
Untapped rural market Removal of import restrictions resulting in replacing of domestic brands
Rising income levels, i.e. increase in purchasing power of consumers Slowdown in rural demand
Large domestic market – a population of over one billion Tax and regulatory structure
Export potential
High consumer goods spending

COMPANY INFORMATION

Company Founded & Founder Details

Taj Mahal Tea, a distinguished brand in the Indian tea market, was launched in 1966 by the Wagh
Bakri Tea Group. This company has a rich history that dates back to 1892, when Manilal Wagh, the
founder of the Wagh Bakri Tea Group, established the business in Gujarat. Manilal’s vision was to
provide high-quality tea to the Indian consumer, and he set the foundation for what would become a
significant player in the tea industry.

The Wagh Bakri Tea Group started as a small venture, with Manilal focusing on sourcing the best tea
leaves from various regions. His commitment to quality and integrity resonated with consumers,
allowing the company to gradually expand its reach. By the mid-20th century, the tea market in India
was evolving, and there was a growing demand for premium tea options. Recognizing this
opportunity, the company launched Taj Mahal Tea as a flagship brand to cater to discerning tea
drinkers.

The name "Taj Mahal" was chosen to evoke the grandeur and richness associated with one of India’s
most iconic landmarks, symbolizing quality and heritage. The brand aimed to reflect the essence of
Indian culture and the tradition of tea drinking, which has been an integral part of daily life in the
country for centuries.

Taj Mahal Tea quickly gained popularity for its distinctive flavor and aroma, largely due to the
company’s stringent quality control processes. The Wagh Bakri Tea Group prioritized sourcing tea
leaves from some of the finest tea gardens in India, particularly in regions known for producing high-
quality tea, such as Assam and Darjeeling. This commitment to quality ensured that Taj Mahal Tea
stood out in a competitive market.

Over the years, the brand expanded its product line to include various blends, catering to different
tastes and preferences. Innovations such as specialty blends and flavored teas were introduced to
appeal to a broader audience, all while maintaining the core values of quality and tradition. Taj
Mahal Tea has also embraced modern marketing strategies, creating memorable advertising
campaigns that resonate with consumers, often highlighting the emotional and social aspects of tea
drinking.

The Wagh Bakri Tea Group, under the leadership of the Wagh family, has continued to thrive, with Taj
Mahal Tea being one of its flagship products. The brand’s success can be attributed not only to its
high-quality products but also to the company’s ability to adapt to changing market trends while
staying true to its heritage.

Today, Taj Mahal Tea is recognized as a symbol of premium quality in the Indian tea market. The
brand has a loyal consumer base and is often associated with moments of hospitality and warmth,
embodying the spirit of sharing a cup of tea with family and friends.

Timeline of Taj Mahal a Tea

1892: Founded of Wagh Baki Tea Group

1966: Launch of Taj Mahal Tea

1970: Market Expansion

1980: Brand Recognition

1990: Product Diversification

2000: Modern Marketing Initiatives

2010: Sustainability Efforts

2020: Digital Transformation

Present Day: Leading Brand

Board Members

Listed Entity: Wagh Bakri Tea Group

Sr No. Name Categories
1 Parag Wagh Chairman, Executive Director
2 Ketan Wagh Managing Director
3 Ramesh Patel Director of Operations
4 Anjali Sharma Marketing Director
5 Suresh Joshi Financing Director
6 Neeta Desai Human Resources Director

History of company:

1892: Origins
Taj Mahal Tea’s roots trace back to the establishment of the Wagh Bakri Tea Group by Manilal Wagh
in Gujarat. Manilal’s vision was to offer high-quality tea, which laid the groundwork for a legacy in the
Indian tea industry.

1966: Launch of Taj Mahal Tea

Recognizing the growing demand for premium tea in India, the Wagh Bakri Tea Group introduced Taj
Mahal Tea. The brand was designed to reflect quality and the rich heritage of Indian tea culture.

1970s: Growing Popularity

Taj Mahal Tea quickly became well-known for its distinct flavour and aroma. The brand garnered a
loyal customer base, establishing itself as a preferred choice among tea drinkers.

1980s: Brand Recognition

Throughout the 1980s, Taj Mahal Tea solidified its position in the market. The brand was recognized
not just for its quality, but also for its association with the cultural significance of tea drinking in
India.

1990s: Product Diversification

The brand expanded its product range to include various blends and flavoured teas. This
diversification catered to evolving consumer preferences and helped maintain its market presence.

2000s: Modern Marketing

Taj Mahal Tea embraced contemporary marketing strategies, launching campaigns that highlighted
the emotional connection people have with tea. This approach helped the brand resonate with a
new generation of consumers.

2010s: Commitment to Sustainability

With a growing emphasis on sustainable practices, the brand began focusing on ethical sourcing and
environmentally friendly production methods. This commitment aligned with global trends toward
sustainability.
2020: Digital Transformation
Taj Mahal Tea enhanced its online presence, leveraging social media and e-commerce platforms to
engage with consumers. This digital strategy broadened its reach and accessibility.

Present Day: Market Leader

Today, Taj Mahal Tea is recognized as one of the leading premium tea brands in India. It continues to
uphold its legacy of quality while adapting to changing market dynamics and consumer preferences.

Company Vision & Mission

Company’s vision was to be a leading in premium tea brand globally, celebrated for our commitment
to quality, sustainability, and enriching the tea experiences for who are casual drinkers.

Company’s mission was to provide the finest quality teas that comes from the best gardens, while
promoting sustainable practices and supporting to local communities. Her aim was to create
memorable experiences through exceptional Flavors, innovative blends, and a deep appreciation for
the art of tea.

Key Business Highlights of the year

1. Significant Sales Growth achieved a 15% increase in overall sales year-over-year, driven by
heightened consumer interest in premium tea. Successful Product Launches. Introduced two
new exclusive blends, “Heritage Earl Grey” and “Golden Masala Chai,” both of which
exceeded sales targets by 20%.
2. Sustainability Initiatives transitioned to 100% biodegradable packaging for all products,
reducing plastic usage by 30% and aligning with our commitment to environmental
responsibility. Awards and Recognition Won the prestigious “Best Premium Tea Brand” award
at the [specific industry awards], reinforcing our position in the market.
3. Expanded Market Presence entered three new international markets, including [specific
countries], enhancing global brand visibility. Enhanced Customer Engagement Launched a
revamped loyalty program, resulting in a 25% increase in repeat customers and a more
engaged online community.
4. E-commerce Growth boosted online sales by 40%, attributed to improved website
functionality and targeted digital marketing campaigns. Community Initiatives Contributed
over $50,000 to local agricultural programs, supporting tea farmers and promoting
sustainable practices in our sourcing.
5. Collaborative Ventures: Partnered with [specific brands or organizations] to create co-
branded products, expanding our reach and diversifying our offerings. Quality assurance
improvements implemented advanced quality control measures, ensuring 99% of our
products met rigorous taste and safety standards.

Strategic Framework of a Company

1. Vision and Mission

 Vision: To be the leading premium tea brand globally, renowned for quality, sustainability,
and exceptional tea experiences.

 Mission: To provide the finest quality teas while promoting sustainability and enriching the
lives of tea lovers and local communities.

2. Core Values
  Quality: Commitment to sourcing the highest quality tea leaves.

 Sustainability: Prioritizing eco-friendly practices and supporting local farmers.

 Innovation: Continuously exploring new blends and packaging solutions.

 Community: Engaging with and giving back to the communities we source from.

3. Strategic Goals

 Market Leadership: Achieve a top position in the premium tea segment within the next five
years.

 Sustainability Initiatives: Implement comprehensive sustainability practices across the

supply chain by 2025.

 Customer Engagement: Enhance brand loyalty and customer engagement through

innovative marketing strategies.

4. Target Markets

 Geographic Expansion: Focus on key international markets, including [specific

regions/countries].

 Consumer Segments: Target both connoisseurs and casual drinkers who value premium
products.

5. Product Development

 New Product Lines: Develop innovative blends and seasonal offerings to attract diverse
consumer tastes.

 Health and Wellness Focus: Introduce organic and functional teas that cater to health-
conscious consumers.

6. Marketing Strategy

 Digital Presence: Enhance online marketing efforts through social media, influencer
partnerships, and targeted ads.

 Storytelling: Emphasize the heritage and story behind each tea blend to connect emotionally
with consumers.

 Experiential Marketing: Host tasting events and workshops to engage customers and
promote brand loyalty.

7. Operational Excellence

 Supply Chain Optimization: Strengthen relationships with tea growers to ensure quality and
sustainability.

 Technology Integration: Utilize technology for inventory management, quality control, and
customer relationship management.

8. Financial Management

 Revenue Growth: Set targets for consistent revenue growth while managing costs effectively.
  Investment in Innovation: Allocate funds for research and development of new products and
marketing initiatives.

9. Performance Metrics

 Sales Growth: Monitor year-over-year sales increases.

 Customer Satisfaction: Track customer feedback and loyalty program participation.

 Sustainability Goals: Measure progress towards sustainability initiatives and community

contributions.

10. Continuous Improvement

 Feedback Loop: Establish mechanisms for gathering customer and employee feedback to
drive improvements.

 Market Analysis: Regularly assess market trends and adjust strategies accordingly.

Shareholding Pattern

?
Organization Structure
Market share in sector

Company Market share % Source

Company overall CAGR

?
SWOT Analysis of company

SWOT ANALYSIS OF TAJ MAHAL - TEA

Strengths Weakness
The desi brand Distribution channel
Focus on the premium segment Advertising Ethics
The Wah Taj campaign Changing tastes
Flavored Teas High costs
Focus on quality
Opportunities Threats
Increase in demand for organic Intense competion
Steep growth potential in western Change consumer preferences
Increase in demand for flavored teas Economic downturns
Digital Marketing Supply chain issue
MARKETING

STP(Segmentation, Targeting, Positioning)

Today, the STP marketing model (Segmentation, Targeting, Positioning) is a
familiar strategic approach in modern marketing. It is one of the most
commonly applied marketing models in practice, with marketing leaders
crediting it for efficient, streamlined communications practice.
STP marketing focuses on commercial effectiveness, selecting the most
valuable segments for a business and then developing a marketing mix and
product positioning strategy for each customer group.
As Martsch continues to develop, so do opportunities for segmentation,
targeting, and positioning. So whether you're brand new to STP or a seasoned
veteran, it can be useful to take stock and double-check you're utilizing every
chance you get to reach, interact with, convert, and engage customers.
Segmentation:
Catering to the needs of such a varied range of consumer groups is extremely difficult when the
population is divided based on comparable population characteristics. Godrej employs a diverse
range of people. Financial gain, class, occupation, age, gender, behaviour, geography, and other
regional and local variables

. Demographic Segmentation
 Age: Targeting adults, particularly 25-55 years old.
 Gender: Both men and women, with tailored marketing
 for specific preferences.
 Income Level: Focus on middle to upper-middle class
 consumers who can afford premium products.
 Occupation: Professionals and tea enthusiasts who value quality.
2. Geographic Segmentation
 Urban vs. Rural: Focus on urban areas where premium tea is more
appreciated.
 Regional Preferences: Tailor products for regions with specific tea
preferences (e.g., Assam, Darjeeling).
3. Psychographic Segmentation
 Lifestyle: Target health-conscious consumers and those who appreciate
gourmet experiences.
 Values: Appeal to consumers who prioritize sustainability and ethical
sourcing.
 Personality: Engage tea connoisseurs and those who enjoy a luxurious
lifestyle.
4. Behavioral Segmentation
 Usage Rate: Target regular tea drinkers versus occasional consumers.
 Benefits Sought: Focus on consumers seeking high-quality, flavorful, and
aromatic tea experiences.
 Loyalty Status: Develop programs for brand loyalty to encourage repeat
purchases.
5. Occasion-Based Segmentation
 Daily Consumption: Promote as a staple for everyday relaxation.
 Special Occasions: Market for gifting or special events like parties and
ceremonies.
Marketing Strategies
 Premium Packaging: Emphasize high-quality packaging that reflects
luxury.
 Tasting Events: Host events or samplings to allow consumers to
experience the tea firsthand.
 Collaborations: Partner with luxury brands or influencers to enhance
brand perception.
Targeting:
Health-Conscious Consumer (These individuals prioritize their
health and are likely to be attracted to the healthy properties and
natural substances of premium tea.)
Tea Enthusiasts and Connoisseurs (This segment appreciates
the intricacies of different tea, including Flavors profiles.)
Affluent Professional (Working professionals)
Gift Givers (Individuals looking for a unique gift for special occasion. Taj Mahal
can create attractive gift set or seasonal offers.)
Positioning
Taj Mahal are positioned as a high-quality snack or treat that is both
affordable and accessible to anyone. The brand is also connected with joy
and optimism it also involves creating a distinct image in the minds of
customers that highlights its unique attributes and value:
Emphasis on Premium Quality
Artisanal Approach
Rich Legacy
Cultural Significance
Holistic Benefits
Mindful Indulgence
Premium Experience
Targeting Affluent Consumers
Wide Range of Offerings
Tagline & Storytelling

Marketing Mix
The marketing mix is a collection of four major components used by firms to promote and sell their
products or services. These aspects are the goods, the pricing, the location, and the marketing.

Product: The heart of the marketing mix, the product refers to the items or services that a company
provides. When establishing product offers, businesses must carefully evaluate the demands and
desires of their target market.

Price: The amount that customers pay for a business's product or service is referred to as the price.
Businesses must set a competitive and profitable price.

Place: The means via which businesses deliver their products or services to clients are referred to as
the place. Retail storefronts, internet markets, and direct sales are all examples of this.

Promotion: The actions that organizations engage in to interact with their target market and develop
awareness and interest in their products or services are referred to as promotion. Advertising, public
relations, and social media marketing are all examples of this.

The marketing mix is critical because it enables organizations to create a comprehensive and
integrated marketing plan. Businesses may place their products or services in the market in a way
that is appealing to their target market and lucrative for the business by carefully evaluating each of
the four aspects of the marketing mix.

4Ps of Taj Mahal Tea

Product
Quality and Sourcing
 Premium Quality: Taj Mahal tea is crafted from the finest tea leaves, sourced from
renowned regions in India such as Assam and Darjeeling. The selection process
involves careful harvesting to ensure only the best leaves are used.
 Variety of Blends: The product line includes a range of blends, such as classic black
tea, green tea, herbal infusions, and specialty blends. This variety caters to different
consumer preferences and occasions, whether for daily consumption or special
events.
Packaging
 Elegant Design: The packaging should reflect the premium nature of the product.
Use high-quality materials and sophisticated designs that evoke luxury and
exclusivity. Attractive tins or boxes can enhance the unboxing experience and make
the product suitable for gifting.
 Sustainability: Eco-friendly packaging options, such as biodegradable or recyclable
materials, can appeal to environmentally conscious consumers. Clearly communicate
the sustainability efforts on the packaging.
Flavor Profile
 Unique Tastes: Emphasize the unique flavor profiles of each blend, highlighting
tasting notes and the craftsmanship behind them. Consider offering tasting kits to
introduce consumers to the various blends.
 Health Benefits: Position the tea as not just a beverage but a source of health
benefits, such as antioxidants and natural ingredients that promote well-being.
Provide detailed information on these benefits through labels and marketing
materials.
Customization
 Personalized Offerings: Introduce options for consumers to create their own blends
or choose combinations of their favorite flavors. This can enhance customer
engagement and loyalty.
 Limited Editions: Launch seasonal or limited-edition blends to create excitement and
encourage repeat purchases. These can coincide with festivals or special occasions,
enhancing the brand's relevance.
2. Price
Pricing Strategy
  Premium Pricing: As a premium brand, Taj Mahal tea should adopt a premium
pricing strategy that reflects its quality and exclusivity. This can create a perception of
higher value and attract consumers willing to pay more for a superior product.
 Price Segmentation: Consider tiered pricing for different product lines. For instance,
specialty or limited-edition blends could be priced higher than standard offerings,
catering to various consumer segments.
Discounts and Promotions
 Introductory Offers: When launching new blends, consider offering introductory
discounts or bundled promotions. This encourages trial and can lead to long-term
customers.
 Loyalty Programs: Implement loyalty programs that reward repeat purchases. Points
could be redeemed for discounts or exclusive products, enhancing customer
retention.
Psychological Pricing
 Charm Pricing: Utilize charm pricing (e.g., pricing at ₹999 instead of ₹1000) to create
a perception of a better deal while maintaining premium positioning. This subtle
tactic can influence consumer behavior positively.
3. Place
Distribution Channels
 Retail Outlets: Place Taj Mahal tea in premium grocery stores, gourmet food shops,
and health food stores. Partnering with retailers known for high-quality products can
enhance brand perception.
 Online Presence: Develop a strong e-commerce platform where consumers can
purchase directly. Collaborate with popular online retailers and food delivery apps to
expand reach.
 Subscription Services: Consider offering subscription models that allow consumers to
receive their favorite blends regularly. This model can foster brand loyalty and ensure
consistent revenue.
Global Expansion
 International Markets: Explore opportunities for international distribution in markets
with a growing interest in premium tea, such as North America and Europe. Tailor
marketing strategies to local preferences and cultural nuances.
 Travel Retail: Position the brand in airports and travel retail locations, targeting
tourists looking for unique gifts or high-quality products. This strategy can enhance
brand visibility and attract new customers.
Point of Sale
  In-Store Experience: Create engaging in-store displays that highlight the premium
nature of Taj Mahal tea. Consider sampling events to encourage trial and educate
consumers about the product.
 Online Experience: Optimize the e-commerce platform for user experience, ensuring
it is easy to navigate, visually appealing, and informative. Include customer reviews,
brewing guides, and tea-related content to enhance engagement.
4. Promotion
Advertising Strategy
 Targeted Advertising: Use targeted online advertising to reach health-conscious and
premium consumers. Platforms like Google Ads and social media can help target
specific demographics based on interests and behaviors.
 Content Marketing: Develop a content marketing strategy that includes blogs,
videos, and articles focused on tea culture, health benefits, and recipes. This content
can position Taj Mahal as an authority in the premium tea space.
Social Media Engagement
 Platforms: Utilize platforms like Instagram, Facebook, and Pinterest to showcase the
tea’s aesthetic appeal. Share visually striking images, brewing tips, and user-
generated content to foster community engagement.
 Influencer Collaborations: Partner with influencers in the wellness, lifestyle, and
culinary sectors to reach a broader audience. Influencers can create authentic
content that resonates with their followers, driving awareness and trial.
Public Relations
 Press Releases and Media Outreach: Engage in PR campaigns to feature Taj Mahal
tea in lifestyle and food publications. Highlight the brand’s unique attributes, health
benefits, and commitment to sustainability.
 Events and Sponsorships: Participate in food and wellness expos, tea festivals, and
health events. Sponsorship opportunities can enhance visibility and create positive
associations with the brand.
Promotional Campaigns
 Seasonal Promotions: Create campaigns around festivals, holidays, and special
occasions. Tailor promotions to highlight how Taj Mahal tea can enhance these
moments, reinforcing its role in celebrations.
 Sampling Campaigns: Offer samples at health food stores, cafes, and events to
encourage trial. Engaging consumers directly can lead to increased interest and sales.
Integrated Marketing Communications
To ensure a cohesive marketing message, all promotional activities should be integrated.
This includes aligning online and offline marketing efforts, maintaining consistent branding,
and ensuring that messaging across channels reinforces the premium positioning of Taj
Mahal tea.
SWOT Analysis of Product/Service

?
BCG (Boston Consultancy Group) Matrix
The BCG Matrix, often known as the growth-share matrix, is a strategic planning tool used by firms to
examine their product portfolio. It assists firms in determining which goods are lucrative and which
require investment or divestiture.

The BCG Matrix is split into four sections:

• STARStars are high-growth, high-market-share products with a lot of cash flow. Businesses should
invest in celebrities in order to maintain their market share and increase revenues.
• Question marks: Question marks represent goods with rapid growth but low market share. They
need money to grow their market share and become stars. If a question mark does not turn into
a star, it may turn into a dog.
• Cash Cows: Cash cows are products with modest growth but a large market share. They provide a
lot of cash flow while requiring little investment. Businesses should invest in stars and question
marks using the cash flow generated by cash cows.
• Dogs are a slow-growing, low-market-share product. They don't create significant cash flow and
don't require much capital. Businesses could consider selling or harvesting dogs to generate
financial flow.

The BCG Matrix is a valuable tool for organizations to use to determine where to invest their
resources and which products to prioritize. It may also be used to evaluate the health of a company's
product portfolio and find opportunities for improvement.
Bcg matrix graph hul
ka lalnwani se
PLC – Product Life Cycle

The product life cycle (PLC) is a model that defines the stages that a product goes through from
launch to market exit. Introduction, growth, maturity, and decline are the four stages of the PLC.

The PLC is a useful model for understanding the many stages of a product's life cycle and establishing
marketing strategies for each step. However, the PLC is not a linear process, and goods may not move
through all four phases in the same sequence or at the same rate.

Here is the product life cycle (PLC) of the Taj Mahal Tea:
Introduction
  Product Launch: Taj Mahal Tea was introduced as a premium quality tea
in the Indian market, targeting tea connoisseurs and those seeking a
superior tea experience.
 Marketing Strategies: Initial marketing efforts would focus on building
brand awareness through advertisements, tastings, and promotions.
 Distribution Channels: Establishing a presence in premium retail outlets,
supermarkets, and online platforms.
2. Growth
 Market Expansion: The brand gains popularity among consumers,
leading to increased sales and market share.
 Brand Loyalty: Consumers begin to recognize and prefer Taj Mahal Tea
over other brands, leading to repeat purchases.
 Product Line Extension: Introduction of new variants (e.g., different
blends, flavors, or organic options) to attract a wider audience.
3. Maturity
 Market Saturation: The tea market becomes saturated, with several
competitors offering similar products.
 Intensified Competition: Other premium brands emerge, increasing
competition and possibly leading to price wars.
 Marketing Focus: Emphasis shifts to differentiation through quality,
unique selling propositions (USPs), and customer engagement strategies,
such as loyalty programs.
4. Decline
 Sales Decline: Sales may begin to decline due to changing consumer
preferences, economic downturns, or market saturation.
 Brand Revitalization: Taj Mahal Tea may attempt to revitalize the brand
through rebranding efforts, new marketing strategies, or product
reformulation.
 Exploration of New Markets: Potential expansion into international
markets or niche segments to reignite growth.
Strategic Considerations
  Sustainability Initiatives: Increasing focus on eco-friendly practices and
sustainable sourcing to appeal to environmentally conscious consumers.
 Digital Marketing: Leveraging digital platforms and social media to
engage younger consumers and promote the brand effectively.
 Health Trends: Aligning product offerings with health trends, such as
promoting the health benefits of tea, to capture health-conscious
consumers.
Competitor Analysis:
Summary Table
Market
Brand Strengths Weaknesses
Share (%)
Taj Mahal Premium positioning,
8-10% Limited global reach
Tea quality focus
Strong distribution, Perceived as mass-
Tata Tea 20%
diverse portfolio market
Brooke Established brand,
13% Mass-market positioning
Bond emotional marketing
Global presence,
Lipton 10% Mainstream perception
innovative products
Darjeeling High-quality, prestigious Limited availability and
Niche
Tea brand higher pricing
Strong premium Limited market presence
Twining’s <5%
positioning in India
Indirect competitors:
Comparative Overview
Market Share Growth Rate
Category Key Brands Strengths
(%) (CAGR)
Nescafé: 50%, Strong brand loyalty,
Instant Coffee Nescafé, Bru 8.5%
Bru: 20% convenience
Herbal Teas Tetley, Tetley: 8% Health benefits, 15%
 Market Share Growth Rate
Category Key Brands Strengths
(%) (CAGR)
Organic India natural ingredients
Ready-to- Convenience, variety
Lipton, Fruity Lipton: 25% 20%
Drink Tea of flavors
Functional Bovonto, Red Health-focused,
N/A 18%
Beverages Bull trend-driven
While Taj Mahal Tea operates in the premium tea segment, it faces indirect
competition from coffee brands, herbal teas, RTD beverages, and functional
drinks. These categories influence consumer preferences and can affect market
dynamics for tea brands. To maintain its competitive edge, Taj Mahal Tea
should consider marketing strategies that emphasize its premium quality,
health benefits, and innovative product offerings, while also monitoring trends
in the broader beverage landscape.
Replacement Competitors :
Comparative Overview
Replacement Market Share Growth
Key Brands Strengths
Category (%) Rate (CAGR)
Nescafé: 50%, Strong brand loyalty,
Coffee Nescafé, Bru 8.5%
Bru: 20% convenient
Coca-Cola:
Coca-Cola, Wide variety, strong
Soft Drinks 52%, Pepsi: 8.4%
Pepsi marketing
44%
Red Bull, Functional benefits,
Energy Drinks Red Bull: 20% 20%
Monster appealing to youth
Organic Organic India: Health-focused,
Herbal Infusions 15%
India, Tetley N/A natural ingredients
Taj Mahal Tea faces replacement competition from a variety of beverage
categories, including coffee, soft drinks, energy drinks, and herbal infusions.
Each of these categories presents unique advantages that may draw consumers
away from traditional tea. To counter this, Taj Mahal Tea should emphasize its
premium quality, explore innovative product offerings (such as herbal blends or
wellness teas), and target health-conscious consumers through effective
marketing strategies. By staying attuned to consumer trends and preferences,
Taj Mahal Tea can reinforce its market position and attract a broader audience.
Finance

HUMAN RESOUCES MANAGEMENT

DESIGN ORGANIZATION STRUCTURE

Board of Directors

General Manager

Quality Safety Import/ Export

Plant Manager Finance Manager
Coordinator Manager

Production
Raw Material Q.C. Assistant Export Finance Supervisor
Manager

Pre-Cleaning Process Q.C. Accountant

Section Supervisor Purchasing
Manager
Paymaster
Finished Product
Washing Section Q.C. Purchasing
supervisor Supervisor
Laboratory
Packaging Section Supervisor Human Resource
Supervisor Manager

Hygiene
Transport and Supervisor
Human Resources
Storage Secretary
Supervisor
Supervisor
Documentation
Supervisor
Technical Security Guard Drivers
Supervisor

Analyse organizational culture and ethics: