Help Center Find new research papers in: They had to decide soon as they were not sure whether other biscuit manufacturers were also interested in the opportunity and would out beat KCPL in approaching APL. KCPL saw this as an opportunity to utilize its surplus capacity. The mixed dough was fed to the moulding unit and the shaped wet biscuits were fed to the oven for baking. During the same period eight new units were set up in the organized sector in UP to produce biscuits. It had entered the northern sector in The demand for buscuits was growing at more than 15 per cent per annum.
They either sold unbranded biscuits or sold them with brand names sounding similar to the leading brands. The syrup was mixed with maida and vanaspathi in small mixers. Help Center Find new research papers in: The candy business was also on the decline. It also offered to supply the pre-printed packing material with APL name. The biscuits were available in standard packs of grams.
The agreement with Pearson was signed at its corporate office in Paris in May He also mentioned that his company would provide technical guidance to the CMUs and offer fair conversion charges. It did not provide any technical guidance. Some of them were set up in the backyards of entrepreneurs under unhygienic production conditions.
The daily production varied between two tonnes to six tonnes per day. It would inspect the production processes of KCPL and recommend changes in processes and equipments, if needed.
The prime problem in operations was absenteeism as the workers used to abstain from work without notice. The changes had to be carried out by KCPL at its own cost. The business become unattractive and uncompetitive.
It was a leading player in the Western and Eastern regions. It had promised the sub-contractors that it would compensate them adequately in terms of volume of business and conversion charges.
Prince Biscuits, promoted by Ghanshyam Das inwas the leader with a monthly sale of tonnes. The large institutions preferred the other three brands. The syrup was mixed with maida and vanaspathi in small mixers. It could not withstand the competitive pressure.
It could not charge a higher price as its candies were not considered by the market to be different from others. The customers ocpl A-One biscuits as health and energy-providing biscuits.
The ready-to-eat biscuits were sent to the packing department where they were manually packed in packets of grams. KCPL saw this as an opportunity to utilize its surplus capacity.
They either sold unbranded biscuits or sold them with brand names sounding similar to the leading brands. He started his own business with the dealership of candies produced by others.
Maida was cleaned and fed to the mixing unit manually.
The consumers were middle class families in urban and semi-urban areas. It had introduced quality control procedures based on Japanese practices. The cae order from Pearson was for 50 tonnes per month between May and March Induction of Family Members Mohan Kumar had six sons. Skip to main content. Alok met Shah after the conference and enquired whether he was serious in his proposal.
He decided to shift the production to another state and reduce costs. Canteens of institutions bought biscuits by floating competitive tenders. Was the conversion charge fair? During the same period eight new units were set up in the organized sector in UP to produce biscuits.
Kcpl Acpl Case Study | Case Study Solution | Case Study Analysis
The overall operations were supervised by Arun Kapoor, Manager Operations. It also agreed to allow KCPL to run its existing line of business. The candy business was also on the decline. The price of A-One biscuits was two-thirds of ‘Good Health’ biscuits. The management principles laid down by the family were: