It had introduced quality control procedures based on Japanese practices. Click here to sign up. The family members met on the fifth of every month to review the operations and performance of the businesses, and think through the issues for the future. The business become unattractive and uncompetitive. Alok Kumar, the eldest son of Mohan Kumar, joined the business in after completing his graduation in commerce.
They even imitated the packaging style of the leading brands. The sons of Alok, Vivek and Sanjay were studying in school. Would they be asked to make additional investments in manufacturing? In all there were 90 permanent employees. The business was profitable but the acceleration of production was constrained by the scarcity of ingredients like maida, sugar, and vanaspathi. It could not withstand the competitive pressure. A-One Confectioneries Limited, an overall national leader with a total capacity of tonnes per month, did not have a significant presence in the North.
It would also help them utilize the surplus capacity.
The families in metropolitan cities preferred A- One or International. The other three sons of Mohan Kumar started their own trading concerns in metal parts and containers.
They were seen as high-priced biscuits without any additional benefits. The consumers were middle class families in urban and semi-urban areas. It offered to reimburse the raw material expenses as per its norms of consumption and pay a conversion charge of Rs.
By 87 ckpl had become a leading player in the sector with a monthly sale of tonnes. He decided to invest his surplus cash to diversify into making glucose biscuits and selling them under the same brand. It also offered to supply the pre-printed packing material with APL name. The demand for buscuits was growing at more than 15 per cent per annum.
The agreement with Pearson was signed at its corporate office in Paris in May Shah answered in the affirmative.
Hence, between and its sales declined. How Pearson would view the venture was another issue.
Induction of Family Members Mohan Kumar had six sons. The manufacturers had to pay an excise duty of 15 per cent and sales tax of seven per cent of sales value.
(PDF) Case Study Kanpur Confectioneries | Kunal Relwani –
KCPL depended on both permanent and casual workers for its operations. The large institutions preferred the other three brands.
Some of them were set up in the backyards of entrepreneurs under unhygienic production conditions. The temperature needed for baking varied from stage-to-stage as the quality of biscuits depended on the care with which the temperature was maintained at different phases of baking. Pearson promised an off take of to tonnes per month and a conversion rate of Rs. The daily production varied between two tonnes to six tonnes per day. The workers were from the local region.
It competed with both national and regional players in various biscuit segments.
The initial order from Pearson was for 50 tonnes per month between May and March The allocation of responsibilities among the family members was clear. Sugar was the common raw material. Log In Sign Up. However, it had a leading position in the South. The names icpl places, products and people are disguised.
The hot solution was cooled to room temperature and stored in cylinders.
Kpcl had led to uneven production. It would inspect the production processes of KCPL and recommend changes in processes and equipments, if needed. APL was a leading national player in the confectionery industry. Prince Biscuits, promoted by Ghanshyam Das inwas the leader with a monthly sale of tonnes.