Technology and Operations in Biscuit-making involved preparation of dough by mixing maida, sugar syrup, vanaspathi, and certain preservative chemicals in a given proportion; moulding the dough to get various shapes and sizes; and baking the shapes to get ready-to-eat biscuits. Alok Kumar looked after finance and liaison functions; Vivek looked after human resource management and manufacturing; and Sanjay was responsible for marketing, logistics, and administration. They placed orders on the lowest bidder. He rented depots in key towns for stocking the biscuits and continued to advertise the brand in vernacular newspapers and retail shops. The other three sons of Mohan Kumar started their own trading concerns in metal parts and containers. Some of them were set up in the backyards of entrepreneurs under unhygienic production conditions. As competition increased the net profit margins came down.
The size of casual work force depended on the volume of production. The family members could disagree on issues without disrespect to the fraternal hierarchy. Would there be interference? The process of production was simple and the equipment needed for production were available indigenously. Induction of Family Members Mohan Kumar had six sons.
He started his own business with the dealership of candies produced by others.
Maida was cleaned and fed to the mixing unit manually. KCPL saw this as an opportunity to utilize its surplus capacity. It incurred a loss. In KCPL doubled its capacity from tonnes per month to tonnes per month.
The allocation of responsibilities among the family members was clear. The consumers were middle class families in urban and semi-urban areas.
A clear advantage was in terms of avoiding marketing, brand building kc;l distribution expenses, and minimizing the business risks. The disadvantage was in the possible loss of independence. The family members earned a salary. Discussion with company executives and trade.
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The sugar crystals were converted into sugar syrup by dissolving the crystals in water and heating the solution. The quality of materials received was checked in a laboratory for impurities and existence of metal particles.
The large institutions preferred the other three brands. Alok Kumar looked after finance and liaison functions; Vivek looked after human caes management and manufacturing; and Sanjay was responsible for marketing, logistics, and administration. The business become unattractive and uncompetitive. As competition increased the net profit margins came down.
They were seen as high-priced biscuits without any additional benefits. The size of casual work force depended on the volume of production. He decided to invest his surplus cash to diversify into making glucose biscuits and selling them under the same brand.
It offered to reimburse the raw material expenses as per its norms of consumption and pay a conversion charge of Rs. Earlier, he was a worker in a candy unit in Jaipur. Canteens of stydy bought biscuits by floating competitive tenders.
He also mentioned that his company would provide technical guidance to the CMUs and offer fair conversion charges. The hot solution was cooled to room temperature and stored in cylinders.
It had entered the northern sector in It also offered to supply the pre-printed packing material with APL name. It had aspirations of becoming a leader in each of the regional sectors. Its officers inspected the quality of the biscuits before dispatch.
Would there be interference? He had worked with Pearson before starting his consulting company. It did not provide csse technical guidance. They do not cover the impact of Pearson contract. It competed with both national and regional players in various biscuit segments. The candy business was also on the decline. KCPL could not compete on costs as its costs were higher than those of the other manufacturers.