The BCG Matrix of Amul Products is a classification technique developed by Bruce Henderson of Boston Consulting Group in the early 1970s. It categorizes businesses based on their market share and relative growth rate. The matrix consists of four classifications:
1) Star - These are market leaders that consume significant cash and generate high revenue.
2) Cash cows - These products generate substantial revenue for the company and have a strong product line in a mature environment with limited growth.
3) Dogs - These products have low growth and market share. They consume a large amount of cash and have limited potential for desired earnings.
Question marks in business usually occur at startups and can consume a significant amount of cash. With the proper focus, they have the potential to become stars or cash cows. However, with poor strategy, they may fall behind as dogs.
In the BGC Matrix, the following Amul products are clas
...sified as:
- Stars: Amul Pure Ghee range, Amul Cheese Spread, AmulKool, AmulIcecreams, Amulya Dairy Whiteners
- Question Marks: Amul MastiDahi, Amul Lassi, Amul Mithaimate, Amul Mithai Range, Boxed milk Range (UHT)
- Cash Cows: Amul fresh Milk range, Amul Butter range, Mozarella Cheese
- Dogs: Amul Chocolates, Nultramul Energy Drink, Amul Shakti, Infant Milk range, Amul Pizza
The complete list of products can be found in the Appendix.
To market items classified as question marks:
- MastiDahi/Lassi/Mithai range:
- Amul needs to establish a chain of retail outlets exclusively for Amul products. This mode of supply chain has proven successful for Mother Dairy in Delhi and Haryana.
There is a lack of marketing focus on these products. The main focus of Utterly Butterly Delicious is solely on butter. In fact, Amul is synonymous with butter an
milk, which are its main sources of revenue. To increase market share, Amul needs to shift its marketing and consumer awareness efforts towards other products. Additionally, there has been poor media marketing through print, television, and online platforms.
Amul should focus on expanding its consumer base by moving away from its traditional image. It should implement more powerful and adaptable marketing strategies. By sponsoring sports, Amul can increase its brand visibility and transform its perception from being an affordable daily necessity to high-end luxurious or nutritious supplementary products.
2) The future strategy for Dogs products involves two key points. First, Amul must create a WOW factor to appeal to kids and the younger generation. Second, since chocolates are not dairy products, the marketing strategy needs to be completely distinct. Cadburys and Nestle have already begun marketing their chocolates as alternatives to traditional sweets during occasions like Rakhi and Deepawali.
c. One suggestion is to distribute Nutramul/chocolates for free in schools to cultivate their taste early on. An effective example is the distribution of Maggi in schools.
d. Amul products have a very limited range of infant milk available, which is a concern.
Overall, the most crucial step in rebranding is aggressive advertising through mass media communication, with the endorsement of correct icons for the products. While it can be argued that Amul has never traditionally used icons to brand its products, the company is now attempting to diversify into a different product segment. Improvements need to be made in distribution channels, moving away from the traditional door-to-door delivery method. The products must be made available to middle and higher income group shoppers. If Amul decides to reconsider its Dogs strategy,
it should eliminate Chocolates from its product range as it has a limited range that does not align well with the supply chain of the other Star and Cash-cow products.
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