KCPL CASE STUDY

APL was a leading national player in the confectionery industry. KCPL depended on both permanent and casual workers for its operations. 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. It offered to reimburse the raw material expenses as per its norms of consumption and pay a conversion charge of Rs. The initial order from Pearson was for 50 tonnes per month between May and March By he had emerged as a leader in candy business his region.

The ready-to-eat biscuits were sent to the packing department where they were manually packed in packets of grams. The candy business was also on the decline. APL was a leading national player in the confectionery industry. It could not charge a higher price as its candies were not considered by the market to be different from others. The total demand from these institutions was estimated to be around 2, tonnes. The manufacturers had to pay an excise duty of 15 per cent and sales tax of seven per cent of sales value. It incurred a loss.

They are not designed to present illustrations of either correct or incorrect handling of administrative problems. How Pearson would view the venture was another sttudy.

kcpl case study

The business was profitable but the acceleration of production was constrained by the scarcity of ingredients like maida, sugar, and vanaspathi. Thirty units were set up in the unorganized sector in Rajasthan to sell a variety of candies between and By he had emerged as a leader in candy ccase his region.

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The size of casual work force depended on the volume of production. KCPL depended on both permanent and casual workers for its operations.

kcpl case study

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. It was a leading player in the Western and Eastern regions.

kcpl case study

The company sought the advice of technical consultants on issues relating to capacity expansion, equipment selection, and productivity improvements. The customers perceived A-One biscuits as health and energy-providing biscuits.

However, the Kirana shop owners broke the pack and sold them loose whenever needed. They do not cover the impact of Pearson contract. The disadvantage was in the possible loss of independence. The names of places, products and people are disguised. Earlier, he was a worker cqse a candy studg in Jaipur.

The Proposal APL offered to place an initial order for producing 70 tonnes of Glucose biscuits per month. The demand for buscuits was growing at more than 15 per cent per annum. The sugar crystals were converted into sugar syrup by dissolving the crystals in water and heating the solution.

icpl However, competition increased with the start of 70 units in the unorganized sector between and The daily wage rate was Rs. The family members earned a salary.

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Kcpl Acpl Case Study | Case Study Solution | Case Study Analysis

However, it had a leading position in the South. The net profit margin on the biscuit business at 25 per cent was attractive. Canteens of institutions bought biscuits by floating competitive tenders. Its officers inspected the quality of the biscuits before dispatch. Hence, between lcpl its sales declined.

(PDF) Case Study Kanpur Confectioneries | Kunal Relwani –

Inhe set up a candy making unit on one and a half acres plot in Radha Industrial Estate, Kanpur, Uttar Pradesh UP state and became the first entrepreneur to set up a candy-making unit inthat state. Its plant, located at Agra, UP, had a monthly capacity of tonnes. KCPL did not sell loose biscuits to the Kirana shop. APL was a leading national player in the confectionery industry. They were seen as high-priced biscuits without any additional benefits.

The allocation of responsibilities among the family members was clear. The business become unattractive and uncompetitive. Mohan Kumar faced a financial crisis.

It was the proportion of ingredients that enabled the company to develop a secret formula.