Slide show of my recent Internship at Dalda Foods regional office Lahore, Pakistan.

1. Internship at Dalda Foods
Regional office Lahore
Sohaib Mirza
MBA (Marketing)
FAST School of Management Lahore

2. Preface
Internship provides a business graduate with the
platform to get some hands on experience of the
real business situations and an opportunity to
translate the theoretical knowledge learned in
classes to the practical solutions in the market. I
wisely chosen Dalda Foods Pvt Ltd for my
Internship. Due to my growing interest in the field
of Sales, trade, merchandising and related
activities, I did 4 weeks internship in Regional
sales office Lahore. I spent most of my Internship
time with modern trade.

3. Acknowledgement
I want to acknowledge the whole team of Dalda regional
office Lahore, under whose guidance I was able to learn a
lot about sales, distribution and merchandising.
Extremely grateful to:
 Muhammad Riaz (RSM Rural)
 Yasir Javed (ROM Rural)
 Farooq Chishti (ROM MT)
 Awais Gaba (ASM MT)
 Anam Tarif (AMSA MT)
 Mukaram Ali (TSO LMT)
 Mansab Ali (SO Metro)

4. Brief History
 Dalda has its roots since 1930’s
 In 1999 Unilever acquired International Technology
to evolve Dalda Banaspati to Dalda VTF
 In July 2004 Unilever Pakistan sold its "Dalda" brand
to Westbury Group
 The company entered the pure-oil segment in early
2007
 Dalda added Planta and Manpasand into its portfolio
 Dalda started to control operations of Tullo for Wazir
Ali Industries

5. Mission & Principles
Dalda’s culture strictly follows five Principles
– Integrity
– Fairness
– Trust
– Accountability
– People reaching their full potential
To make a positive difference in the lives
of people with our products and services

6. Brands in the portfolio
Dalda
Manpasand
Tullo
Dalda Olive

7. Brands in the portfolio

8. Breakdown of Brands into Sub-brands
Dalda
• Dalda Banaspati
• Dalda Cooking
Oil
• Dalda Canola
• Dalda Sunflower
• Planta cooking
oil
Manpasand
• Manpasand
Banaspati
• Manpasand
cooking oil
Tullo
• Tullo Banaspati
• Tullo Cooking Oil
Olive
• Pomace
• Extra virgin

9. Stock keeping Units (SKUs)
The above mentioned brands and sub brands
are available in different SKUs, that makes
Dalda a portfolio of 44 SKUs in total.
Pouches 2.5 kg/lit tin 5 kg/lit tin 3 lit bottle 4.5 lit bottle 10/16 lit jerry
can

10. Ghee and Oil industry
 Scale used for Sales: Tons
 Yearly sales (Approximate): 30 Lac tons
 Dalda’s sales for the year 2013-14: 135000 tons
 That gives a market share of 4.5%
 Highest market share among major brands

11. Basic Sales Channels in Dalda
General Trade Urban (GTU)
General Trade Rural (GTR)
Modern Trade & Key accounts

12. Basic Sales personnel hierarchy
Director
Sales
NSM RSM ROM ASM TSO
SO
DSR
AMSA

13. Type of prices
Invoice
price
• Distributors price
Trade
price
• Retailers price
Retail
price
• Consumers price

14. Stock replenishment procedure
TSO update the DBR in collaboration with his
distributors on weekly basis. AMSA at regional
office receives the DBR convert it into volume
(TONS) and ask depot to make DA against the
DBR. After confirmation of the payment from
the distributor, depot delivers the stock to the
distributor.

15. Modern Trade & Key accounts
Modern Trade
• Local MT
• International MT
Key accounts
• CSDs
• USCs

16. My responsibilities
• Timely provide ledgers and invoices of distributors to AMSA
• Learnt about the stock replenishment procedure to the
distributors.
• Learn about the brands and SKUs of Dalda
• Learnt about the payment procedure for both LMTs and
IMTs.
• Checking the display and merchandising SKU wise and SKUs
availability
• Prepared a sales report of IMT stores brand wise to compare
the sales of June, July 2014 with that of last year.
• Did a price analysis of Banaspati and Oil category brands to
compare the prices with Dalda.

17. My responsibilities (Cont.)
• Visiting 4-5 LMT stores daily
• Checking SKUs availability, display, shelf space,
expiry at stores
• Prepare and send report to the ASM and TSO
about the store visits
• Daily checking stock position at LMT
distribution
• Point out any opportunities or threats to Dalda
at LMT stores through SWOT analysis report

18. Few Important learning at LMT
PJPs DBR DA
Margins
Android App
Order taking
Claims &
damages
TEP CCR
Merchandising
Planogram

19. Few Important learning at IMT
Secondary
displays
OPL
SO’s
responsibilities
Pallets/Aisles Metro post DnR price
HoReCa O&I
Metro Store
Orientation

20. LMT Distributor
 Trust Business Solutions
 Personnel (Director, Manager, KPO, Accounts
manager, Store manager, DSR, Sales person,
drivers, loaders)
 Covers around 40 large grocery stores.
 Get a margin of 3% from the company.
 Work in closely with the TSO and ASM.

21. Summary of visits to LMT store
SR Shop Names Address SKUs Available
Shelf share
among
category
Brand
purchased by
Customer
during my visit
Brand
dominating
on display
Suggestions/Com
ment
1 Sunstar Moon Market 23 30% Dalda Dalda
Increase
SKUs/Display is
good
2 Victoria Link road 34 40% Sufi Dalda
Rich in both
availability &
share
3 Euro College road 14 35% None
No clear
domination Increase SKUs
4
Umer Cash &
carry
Punjab society
road 24 30% Dalda Dalda Increase SKUs
5 Sawera
Punjab society
road 19 20% Meezan
No clear
domination Low on SKUs
6 HKB Express
Punjab society
road 22 50% None
No clear
domination Better shelf share
7
National
International
Market
9 25%
Not open yet
for the
customers Habib
New shop with
potential
8 Shop & Save Raiwand road 21 30% None Dalda Nicely set display
9 Akbari Thokar Raiwand road 27 15% Dalda Dalda
Try to increase
shelf share

22. 10 Rainbow
EME sector
road 21 20% Dalda & Sufi
No clear
domination
An untapped store
with potential
11 Fresh Suburban
EME sector
road 14 15% None
No clear
domination
Low on both SKUs
and S.S
12 Mallows
EME sector
road 16 35% None
No clear
domination
Display needs to be
set properly
13 Raheem Store Iqbal town 37 25%
Manpasand,
Dalda, Sufi Dalda
Best display among
LMTs (Y)
14 Akbari Kashmir B Iqbal town 22 17% None
Equall space
for all brands Display is concealed
15 Akbari Hunza B Iqbal town 22 10% Meezan Meezan
Shelf space given is
almost none
16 Decent Wahdat road 23 45% None Dalda
Category display is
less
17 Al-Fateh Liberty 35 18% Dalda Sufi
Full rack/in store
branding
18 Al-Fateh (DHA)
DHA Y block
market 27 18% Dalda Olive Dalda
Set display
properly/high foot
fall
Average 22.8 26.6%
Dalda is the
most
purchased
brand seen
Dalda is mostly
dominating
Refer to the earlier
files for SWOT
analysis

24. Display at one of the LMT store

25. Credit Policy
• Company do not provide credit to the
distributors.
• Burden of credit to the retailers is on the
distributor.
• Distributor provides credit to only few
customers which provide large sales and are
trustworthy.
• Credit is reduced to zero once a year at the
closing.

26. Competitors
Dalda
• Habib
• Seasons
• Soya
Supreme
Tullo
• Meezan
• Kisan
• Sufi
Manpasand
• Kashmir
• Sultan
• Shahbaz
Dalda Olive
• Imported
Olive oils

27. SWOT analysis of Dalda at MT stores
Strengths
• Presence of Dalda's Customer care representatives at POPs positively impact customer purchase
decision.
• Dalda Food's agreement with large grocery stores to provide 40% shelf space helps in high off take.
• Modern trade stores are visited by SEC A and B people, who usually buy premium brands like Dalda
Weaknesses
•Despite the endorsement of Tullo by Amir Liaqat in Ramadan, Retailers are reluctant to buy it.
•Due to the low off take of Planta, some of the its stock get expire.
•There is not a clear positioning of Dalda, canola and sunflower cooking oil in the mind of
consumers, who are unable to differentiate among them.
Opportunities
• Clear agreements with the retailers on merchandising might increase retailers cooperativeness in
setting displays.
• Implementing point of purchase promotional tools such as branded gondolas, wall posters and hanging
displays can be effective. Purchasing space at front of the aisles at Metro would increase off take.
Threats
• Sufi banaspati and oil is the brand to watch out at MT stores.
• Retailers high bargaining power is a threat, which restricts merchandising activities at stores.
• Price offs and consumer promotional schemes provide by competitive brands are hurting Dalda's
sales.

28. Conclusion
I would conclude by saying that “Its been a
superb experience working with highly talented
Dalda’s sales team. It was a small session yet
with immense learning about the Sales, trade
and merchandising. If I am given with the
chance, I would Love to offer my services to the
firm.

29. Thank you for your time 