MINOR REPORT ON

MARKETMING STRATEGIES OF MDH

BY: ANTASH PRATAP SINGH

Of BBA 4th SEMESTER (407)
Roll No: 2100085071022
DHARM SAMAJ COLLEGE ALIGARH

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 ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to

my Head of Department and teachers as well as to the
college who gave me the golden opportunity to do this
wonderful minor project on MDH.
It also helped me in doing a lot of Research and I came
to know about so many new things I am really thankful
to them.
Secondly, I would also like to thank my parents and
friends who helped me a lot in finalizing this report
within the limited time frame.

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 CERTIFICATE

This is to certify that “Antash Pratap Singh” of course

BBA semester-4 studying in “D.S College,Aligarh” has
successfully completed Project Report of Marketing
Strategies of MDH, under the guidance of head of the
Department, BBA in the session 2022-2023.

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 MDH

DEVELOPED BY:
Mahashay Chunni Lal Gulati
SLOGAN: “Asli Masala Sach Sach
MDH MDH”

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 INDEX

S.NO.. CONTENTS PAGE NO.

1 Introduction & History 6-10

2 MDH Mahashaya Ji 11-12
3 Objectives 12-13
4 Marketing Strategies of MDH 13-20
5 Developing A Successful 20-23
Implementation
6 SWOT Analysis 23-27
7 Marketing Analysis 28-30
8 Marketing Mix 30-34
9 Segmentatation Of The Market 34-35
10 Marketing Management Policy 35-38
11 Concept Of Marketing Towards 38-39
MDH
12 Conclusion 39-40
13 Bibliography 40-40

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INTRODUCTION
Mahashay Chunni Lal Gulati setup the masala
company in 1919 in Sialkot. It is associated with
Mahashay Chunni Lal charitable trust.
Mahashay Dharam Pal Gulati, the son of the founder
moved to Delhi after the partition of India. He opened a
shop in a shack and started selling prices like his father.
He later opened his shop at Ajmal Khan Road, Karol
Bagh and expanded from there. In 1959 he bought a
plot in Kirti Nagar to set up his own spice factory.
Mahashian Di Hatti Private Limited, doing business has
MDH, is an Indian spices producer and seller based in
New Delhi, India. It is the second largest leader in the
Indian market with 12% market share, following
S.Narendrakumar’s Everest spices.
The son of the founder Mahashay Dharam Pal Gulati
moved to Delhi, India after partition and settled in the
country. Here, he opened a spices shop in a shack and
started operating and selling the good. Later, after
some years of operating in the shack, he moved the
busy area of Karol Baug in Delhi and opened a shop
there to sell the spices and began expansion.

6
In the year 1959 he bought a plot in Kirti Nagar to set
up his own spice factory. Today MDH has 62
products and over150 variants in this category.
MDH spices are the largest producer of spices in India
after Everest. It is a public limited company which was
founded in 1919. The concept of ‘ MAHASHIAN DI
HATTI’ (MDH) came up through a simple objective of
making it easier for the housewives to create a
distinctive taste in their cooking by using ready- to- use
ground and blend spices. These spices during the time
of their ancestors. MDH has a wide variety of 60+
products with over 150 packages. MDH is famous for
the fact that it took 30 tonnes of packaged spice
within a single day. It faces a stiff competition from
Everest (which has 13% market share), priya, Mothers
recipe, Catch, Cook Me, Pushp, Ramdev and Nilon’s.
The manufacturing and packaging of these spices is
mostly done by automated machines with a capacity
of 30 tonnes in a day, that too with an enormous
packaging from 10 gram to 500 gram. Currently, MDH
has a strong market share.
Marketing Mix of MDH analyses the brand/company
which covers 4ps (Product, Price, Place, Promotion) and
explains the MDH maketing strategy.

7
 Mahashian Di Hatti Private Limited

Type Private
Industry Food, spices
Founded 1919, Sialkot, Punjab Province,
British India (now Punjab,
Pakistan)
Founder Mahashay Chunni Lal Gulati
Headquarters INDIA, India
Key people Mahashay Dharma Pal Gulati
Products DeegiMirch, Chana Masala, Kitchen
King, Chunky Chat Masala, Meat
Masala, KasooriMethi, Garam
Masala, Rajmah Masala, Shahi Paneer
Masala, Dal Makhani Masala, Sabzi
Masala.
Revenue Rs924 crore(2016)
Net income Rs213 crore(2016)
Website mdhspices.com

HISTORY OF MDH
Mahashay Chunnilal Gulati set up the masala company
in 1919 in Sialkot, British India currently located in the

8
Punjab province of Pakistan since 1947. It is associated
with Mashashay Chunnilal Charitable Trust.
Mahashay Dharampal Gulati the son of the founder
moved to Delhi after the Partition of India. He opened a
shop in a shack and started selling spices like his father.
He later opened his shop at Ajmal Khan Road, Karol
Bagh and expanded from there. In 1959 he bought a
plot in Kirti Nagar to set up his own spice factory.
From there, he built the entire group to one of India’s
leading spices manufacturers expanding to 15
factories. Speaking to the Economic Times last year, he
said, “My motivation to work is being sincere in
product quality sold at affordable prices. And nearly
90% of my salary goes to charity in my personal
capacity.”
At the age of 94, Dharam Pal was the highest paid Fast
Moving Consumer Goods (FMCG) CEO in India in 2017.
He took home over rs210 million (equivalent to rs240
million or US$3.1 million in 2020) as salary in the last
fiscal year. Two years later, on 16 March 2019, the 14th
President of India Ram Nath Kovind conferred the
Padma Bhushan award for Trade & Industry.
The company has 3 directors and no reported Key
management personnel. The longest serving director
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currently on board is Dharma Pal Gulati who was
appointed on 30 September, 1965. Dharam pal Gulati
has been on the board for more than 53 years. The
most recently appointed director is jyoti gulati, who
was appointed on 01 July, 2008. Rajeev Gulati has the
largest number of other directorships with a seat at a
total of 4 companies. In total, the company is
connected to 3 other companies through its directors.

GROWTH OF MDH
Hand – ground spices-> automated machines
First cardboard bok packaged in 1948-> new innovation
30 tonnes of packaged spices a day -> 10g to 500g
Fully automatic manufacturing at Delhi, Gurgaon
(Haryana), Nagur (Rajasthan), Ghaziabad (UP) and
Amritsar (Punjab) and Sharjah (UAE)
Super stockists so that products to reach customer at
every sale –point -> corner shops, discount, stores,
convenience stores, supermarkets and hypermarkets
Over 2000 employees employed Ranked 490th among
unlisted Indian companies(2000-01) Global-Top3
ranking in its category (spices)

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MDH MAHASHAYA JI

Mahashay chunni lal Gulati setup the masala company

in 1919 in sialokot. It is associated with Mahashay
Chunni Lal Charitable Trust.
Mahashay Dharam pal Gulati, the son of the founder
moved to Delhi after the partition of India. He opened a
shop in a shack and started selling spices like his father.
He later opened his shop at Ajmal Khan Road, Karol
Bagh and expanded from there. In 1959 he bought a
plot in Kirti Nagar to set up his own spice factory. From
there, he built the entire group to one of India’s leading
spices manufacturer expanding to 15 factories.
Speaking to The Economic Times last year, he said, “My
motivation to work is being sincere in product quality
sold at affordable prices. And nearly 90% of my salary
goes to charity in my personal capacity”.

11
At the age of 94, Dharam Pal was the highest paid
FMCG (Fast Moving Consumer Goods) CEO in India in
2017. Dharam Pal Gulati of MDH took home over rs21
crore as salary last fiscal. Two years later, on March 16,
2019, the 14th president of India Shri Ram Nath.
We believe that Mahashayji’s contributions need to be
recognized as an appropriate acknowledgment of his
services to the community.

OBJECTIVE OF THE STUDY

 To study the market strategies followed by MDH.
 To find out the marketing strategy towards
the product of the company.
 To study the impact of advertising by MDH.

12
  To provide useful information to the company
about the product quality of various
companies.
 To study the features of different brands that gives
a good idea of various products and services
offered by the company.
 To study the brands of MDH.
 To understand the competitive environment in
which the company is operating.
 TO find out the major areas on which the
dealers receive complaints from customer
.

MARKETING STRATEGIES OF MDH

Marketing strategies is a process that can allow an
organization toconcentrate its limited resources on the
greatest opportunities to increase sales andachieve a
sustainable competitive advantage. Marketing
strategies serve as the fundamental underpinning of
marketing plansdesigned to fill market needs and
rechmarketingo objectives. Plans and objectives are
generally tested for measurable result. Commonly,
marketing strategies are developed as multi-year plans,
with at actical plan detailing specific actions to be
accomplished in the current year. Time horizons

13
covered by the marketing plan very by company, by
industry, and by nation, however, time horizons are
becoming shorter as the speed of change in the
environment increases.
MDH face high competition from:
 Everest
 Badshaah Masala
 Catch
 Mothers Recipe
 Priya Masala
 Nilon’s
 Ramdev
MDH masala is associated with the food industry and
deals in spices. It was founded in the year 1919 by its
founder Mahashay Chuni Lal. MDH Masala is a public
limited company of Indian origins. The company has
acquired automated machines with a production
capacity of 30 tonnes of packaged spices in one single
day. It faces competitions from competitor’s like-
 Everst
 Catch
 Mothers Recipe

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Place in the marketing Mix Of MDH Masala
MDH Masala started its operations as a small shop
located in Sialkot but after the partition of India moved
its operations to Delhi and opened a shop in Karol
Bagh. Its headquarters base is in INDIA.
MDH Masala has targeted every household, restaurant,
hotels associated with food as its target customer by
putting its onus on traditions, purity and distinctive
flavours. It faces stiff competition in space industry
from several rival brands. MDH Masala has adopted
competitive pricing policy because it wants to maintain
its reasonable edge in the consumer market.

Promotions in the Marketing Mix Of MDH

Masala:

15
MDH Masala has a huge brand recall and to maintain
its market position it has adopted intensive
promotional activities. Its ad campaigns are shown
with help of print, social and digital media in
television, radio, magazines, newspapers, hoardings,
backs and sides of vehicles, its own website, online
shopping portals and via Facebook and Twitter. One of
its most popular taglines is Asli Masala SachSach
MDH. MDH Masala has been actively involved in
charitable and social causes and even maintains
Mahashay Chuni Lal Trust for the benefit of needy
people. It has opened hospital, schools and been
involved in several events that promote harmony in
the community.

Product Line of MDH Masala

MDH has a varied product line of Grounded and
Blended Spices.
Grounded spices:
 MDH Black Pepper
 MDH DegiMirch
 MDH Jeera Powder
 MDH Kashmiri Mirch Powder
 MDH Haldi Powder
 MDH Dhania Powder
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  MDH White Pepper
 MDH Lal Mirch
 MDH
KasooriMethi Blended
Spices:
 MDH Chana Masala
 MDH Chicken Masala
 MDH Garam Masala
 MDH Biryani Masala
 MDH Amchoor Powder
 MDH PaaniPuri
 MDH Butter Chicken Masala
 MDH Chunky Chat Masala
 MDH Chutney Masala
 MDH Curry Powder
 MDH Fish Masala
 MDH Dal Makhani Masala
 MDH Dahivada Masala
 MDH Kitchen King
 MDH Jal Jeera Masala
 MDH Meat Masala
 MDH Shahi Paneer Masala
 MDH Sambhar Masala
 MDH Rajmah Masala
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 MDH PavBhaji Masala

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ESSENTIALS OF MARKETING STRATEGY
Any marketing strategy to be worth calling as
successful or of or effective must enjoy certainextra
which can be called as essential or requisites of it. The
basic guide line used to call a strategy a successful one
used by experts is:
It is consistent: A marketing strategy to be effective is
to consistent with the overall and specific objectives
and policies other strategies and tactics of the
marketing organisation. Interval consistency is an
essential ingredient of a good strategy as it identifies
the areas where the strategic decision are to be made
imminently or in the long run.
It is workable: Any strategy however laudable and
theoretically sound is meaningless unless it is able to
meet the ever changing needs of a situation. In this
business world contingency is quite common and the
strategy that strikes at the head to contribute to the
progresses and prosperity of marketing organisation.
It is suitable: A strategy is emergent of situations or
environment. It is subservient of changing environment
of business world. It is but natural that any strategy
not

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suiting to the environment can impound organisation in
the compound of danger, distress and frustration.
It is not risky: Any strategy involves risk as uncertainty
is certain what is important is that extent of the risk
involved or associated with strategy is reasonably low
as compared to its pay-off or returns. It is because a
high risk very strategy may threaten the survival of the
marketing organisation, let alone its success, if
calculations go fit.

TYPES OF MARKETING STRATEGIES

 DYNAMIC: The concept of marketing strategy is
relative as it is designed tomeet the changing
demands of a situation. Each situation and event
needs a different strategy that is why strategy are
revised and recast very frequently to cope up with
the changes in a given situation or event.
 FUTURISTIC: A marketing strategy is forwarded
looking. It orients towards future. A marketing
strategy is designed to bring out the
organisation from a ditchofdegression to the
path of progress for better change in the coming
times.

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 COMPLEX: A marketing strategy is a very complex
plan impounding initscompound other plans or
firms of plans which area must to achieve the
organisational goals. It is a compendium or
complex of plans within plan to out beat the
strength and vitality of others in the line are allied
activities.
 PROVIDE DIRECTION: Marketing strategies provide
set direction in which human and physical
resources will be allocated and deployed for
achieving organisational goals in the face of
change environmental pressure, stress and
constraints and restraints.
 COVERING ALL ASPECTS: Marketing strategies
involve the right combination of factors governing
the best result. In fact strategic planning.
Warrants not only the isolation of various
elements of a given but a judicious and critical
evaluation of their relative importance.
 LINK BETWEEN THE UNIT AND ENVIRONMENT:
The strategic decisions that are basically related
with likely trends in the changing marketing
changes over’s, social and culture I- overtones.

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DEVELOPING A SUCCESFUL IMPLEMENTATION OF
MARKETING STRATEGY
Marketing strategies serve as the fundamental
underpinning of marketing plans designed to fill market
needs and reach marketing objectives. Plans and
objectives are generally tested for measurable results.
Commonly, marketing strategies are developed as
multi-year plans, with a tactical plan detailing specific
actions to be accomplished in the current year. Time
horizons covered by the marketing plan very by
company, by industry, and by nation, however, time
horizons are becoming shorter as the speed of
change in the environment increases. See strategy
dynamics Marketing strategy involves careful
scamming of the internal and external environments.
Internal environmental factors include the marketing
mix plus performance analysis and strategic
constraints.
External environmental factors include customer
analysis, competitor an alysistarget market analysis, as
well as evaluation of any elements of the technological,
economic, cultural or political/legal environment likely
to impact success.
Key component of marketing strategy is often to keep

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marketing in line with a company’s overarching

23
statement. Besides SWOT analysis, portfolio analyses
such as the GE/McKinney matrix or COPE analysis can
be performed to determine the strategic focus. Once a
thorough environmental scan is complete, strategic
plan can be constructed to identify business
alternatives, establish challenging goals.
Marketing strategy is a process that can allow an
organization to concentrate its limited resources on the
greatest.

THE MAJOR DEVELOPMENT OF A MARKETING

STRATEGY
 UNDERSTAND YOUR CUSTOMER-
Develop a clear picture of your target customer using
market research and analysis. Understand their pain
points and the benefits of your solution.
 ANALYZE THE MARKETING-
Some basic marketers should allow you to find market
data such as total available market, market growth
(historical numbers and projections), market trends,
etc. Having a strong marketing research plan is the first
step in building a winning marketing strategy that will
drive sales and grow your business.

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  ANALYZE THE COMPETITION-
Ask yourself what other choices your target customers
have to solve their pain point. Research and assess
the strengths and weaknesses of each.
 DEVELOP A TARGET CUSTOMER PROFILE-
Your target customer is the individual or individuals
who will purchase your product. Hopefully you already
have some idea of who your ideal target customer is
(not specific names, but that type of buyer they are: eg,
retail sales managers, or stay-at- home moms or
whatever). You need to get inside your target
customer’s head, and paint as detailed a picture of
them as possible. There is often value in narrowing
your market niche by tightening up your target
customer profile (eg, stay-at-home).
 RESEARCH DISTRIBUTION CHANNELS-
What is the best way to deliver your product or service
to your target customer? This will impact your sales
strategy and your financials, as well as your marketing
mix. Standard Performance management at MDH is the
practice of using data for decision- making by
establishing results.

25
SWOT ANALYSIS OF MDH
MDH spices or Mahashian Di Hatti is a key player in the
spice market not just in India but across the world.
India which is already popular has the global
destination for spices has a number of spice companies.
M DH is the second largest spice company in the world
and has around 62 different products in 150 packages.
The products range from ground spices to blend spices
to other products like tooth powder and pooja
materials. MDH has the credit of popularising the
concept of ready to use ground spices in India since
before the people preferred buying whole spices and
grinding them at home.
The founder of MDH spices Mahashay Chunni Lal
founded the company in 1919 with a vision of taking
the tastes of India to a global scale and with a market
share of 82% the company has been able to make his
dreams a reality.
 STRENGTHS in the SWOT analysis of MDH spices
Below are the strengths, weakness, opportunities &
threats (swot) Analysis of MDH spices:
The MDH brand name is very well known throughout
India.

26
It has a huge network of over 1000 wholesalers and
over 400,000 retail dealers in India.
The company has been involved in several charitable
and social activities through its sister organization
which maintains trust amongst its loyal customer base.
MDH has become synonymous with the category itself,
its campaign “AsliMasaleSachSach”, is one of the most
recalled copaign Focusing on traditional family values
of Indi, company enjoys huge brand recall.
MDH has automated machines, with a capacity of
producing 30 tons of packaged spices in a day.
The following are the strengths of MDH:
First mover advantage: MDH was one of the scopes of
ready-made masalas and they pioneered the idea of
grinding spices and selling it in packets. This first
mover advantage has helped them establish their
presence in the spices market globally.
Leadership: The old man in a turban who appears in all
packets and ads of MDH even today is Mahashay
Dharmpal singh the 84- year-old promoter of the
company. It is his vision and attention to detail that has
taken the company to success.

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Strong Market Presence: MDH which is valued at Rs
300 crore is a market leader with around 82% share in
the global market. The company has around 45
varieties of blended and whole spices, and exports to
around 50 countries. The company manufactures and
grinds spices in five factories across India, employing
around 1,500 people. The company has a strong
distribution channel of around 1,000 distributors and
over 800,000 retail dealers.
Quality: MDH has always been conscious of retaining
the Indian-ness in their spice blend and thus source
their whole spices from authentic vendors only. They
also follow stringent quality norms in the griding and
drying of the spices and ensure that the smell and
texture are retained during packaging.
 WEAKNESSES of the SWOT analysis of MDH spices
Being an unlisted company in the stock market,
company has limited options to generate equity for
expansion plans.
Recall of its products due to alleged contamination.
Over reliance on an exclusive brand ambassador which
is the owner of the company.

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  THREATS in the SWOT analysis of MDH spices
Company may remain complacent about its dominating
market share, and might lose out to its competitors.
Intervention of government viz-a-viz import & export of
spices is causing up heavals in the market hence
affecting both demand and price.
Constant increase in costs in terms of raw material
inputs, services, power and fuel. The huge surge in
costs continues to be a point of concern for the
company.
Some of the threats include:
Competition: Some of the major competitors of MDH
are Everst, MTR, maiyas, shaan, Eastern, Shakthi, and
Aachi. Many companies are also trying to promote
organic masala powders and this is also a trend which
the company will need to manage in the future.

29
WHAT IS MARKET ANALYSIS?
A market analysis is a documented investigation of
amarketthat is used to inform afirm’s planning
activities particularly around decision of inventory,
purchase, work force expansion/contraction, facility
expansion, purchases of capital equipment,
promotional activities, and may other aspect of a
company.
Dimensions of market analysis
David A. Asker outlined the following dimensions of a
market analysis market size (current and future).
 Market growth rate
 Market profitability
 Industry cost structure
 Distribution channels
 Market trends
Key success factors The goal of a market analysis is to
determine the attractiveness of a market, both now
and in the future. Organizations evaluate the future
attractiveness of a market, by gaining an
understanding of evolving opportunities and threats as

30
they relate to that organization ‘sown strengths and
weakness.
Elements Market size
The most common measure of market size is the
revenues of its participants. The following are
examples of information sources for determining
market size:
 Government data
 Trade association data
 Financial data from major players
 Customer surveys
 Market trends
Change in the market is important because they often
are the source of new opportunities and threats.
Moreover, they have the potential to dramatically
affect the market size.
Market growth rate
A simple means of forecasting the market growth rate
is to extrapolate historical data into the future. While
this method may provide a first-order estimate, it does
not predict important turning point.
Market segments

31
Markets are not uniform. Therefore it is also important
for investors to identify and evaluate the various
segments that make up the total market.
Market profitability
While different organizations in a market will have
different levels of profitability, they are all similar to
different market conditions. Michael porter devised a
useful framework for evaluating the attractiveness of
an industry of market.

4 p’s of MARKETING of MDH & MARKETING MIX

MDH spices is the largest producer of spices in India
after Everest. It is a public limited company which was
founded in 1919. The concept of ‘MAHASHIAN DI
HATTI’ (MDH) came up through a simple objective of
marking it easier for the housewives to create a
distinctive taste in their cooking by using ready-to-use
ground and blend spices. These spices are a mixture of
various homemade spices, which reminds people of the
traditional spices during the time of their ancestors.
MDH has a wide variety of 60+ products with over 150

32
packages. MDH is famous for the fact that it took 30
tonnes of packaged spice within a single day.
Marketing Mix of MDH analysis the brand/company
which covers 4ps (Product, Price, Place, Promotion) and
explains the MDH marketing strategy.
 Product:
MDH spices are one of the most popular spices brand
in India. MDH is known for its expansive product
portfolio in its marketing mix of ground spice mixtures.
Some of its popular products are as follows: Garam
Masala, Chunky Chat Masala. A part from ground
spices and blend spices, MDH also offers a number of
recipe products and other miscellaneous products like
Dant Manjan, Kesar and Hawan Samagri.

 Price:

33
MDH faces stiff competition in the market despite
being in the top two in terms of market share. Hennce,
it aims to increase sales, and there by revenue by
selling higher volumes at an affordable price. MDH is
penetrating into the market by competitive pricing
strategy so as to maintain a firm hold on the consumer
market.
 Place:
MDH moved its operarations to Karol Bagh Delhi after
starting well at Sialkot. A part from the headquarters in
Karol Bagh, the brand has many manufacturing plants
in Gurgaon, Sojat, Nagpur and even sharjah.
 Promotion:
MDH has a unique selling proposition in terms of its
quality and traditional yet distinct flavors. It utilizes its
UPS in all its promotion campaigns.

34
THE POTER’S FOUR FORCES MODEL
Another important external force is the competition in
the business environment. The Porter’s Five Forces
modal is a good framework to analysis the business
environment with regard to competition.
 The treat of substitute products
This is defined as the existence of close substitute
products that may influence customer to switch to
alternatives in response to price increase.
 The treat of the entry of new competitors
If new competitors get into the market, the profit is
lowered. Other barriers are laws that prevent the
entrance of foreign companies like in America where
the government has promulgated laws to protect local
companies.
 Rivalry among existing competitors
Competitor rivalry is a very important aspect to be
considered in the business of automobiles. To keep a
leading edge MDH has to keep abreast the latest
technology, which has pushed it in research and
development.

35
  The bargaining power of customers
For a company to exist it has to create good relations
with its customers. To maintain its credibility and brand
loyalty MDH had to integrate the concept of enhancing
social reputation and communication within its
marketing plan.

SEGMENTION OF THE MARKET

It is very important to understand the market place and
the customer needs for which a new service is to be
offered.
 Geographic
Since MDH has already been set up in countries like
japan, North America, Europe, Asia and other regions,
the driving school service may be introduced in these
countries because of the existing sales units and
infrastructure.
 Demographic
The age to pass a driving license will depend on the
countries legal policies.
 Psychographic

36
There is a general belief that people who want to learn
driving will be in need of a car in the near future.
 Behavioural
People are attracted by the latest technology.
AGENCY PERFORMANCE MARKET MANAGEMENT
POLICY OF MDH
Increased customer satisfaction Agency performance
marketing management policy consistent with
organizational best practices, MDH engages in
performance management at all levels of the agency.
All MDH employees have a role in identifying and
making continuous improvements that allow MDH to
effectively fulfil its mission. This policy specifically
addresses the following: Agency performance
Division/office performance
Section/unit/program performance
Specific improvement projects resulting in increased
efficiencies
Increased customer satisfaction
Standard performance management at MDH is the
practice of using data for decision-making by

37
establishing results and standards; measuring,
monitoring and communicating progress toward those
result; and engaging in quality improvement activities
when desired progress is not being made.
Results and standards-
Where do we want to be?
Measurement- How will we know?
Monitoring and communication progress- How well are
we doing?
AGENCY PERFORMANCE
The Executive office and health steering Teams(HST)
are responsible for monitoring
Agency performance. The Executive office and HST will
maintain a set of key agency performance measures.
Opportunities for improvement identified. MDH’s key
agency performance measures and the results of the
biannual review will be
Communicated to employees. Identified opportunities
for improvement will be referred to the MDH Quality
council.

38
Appropriate HST subcommittee, or other appropriate
MDH ground or committee.
Division/Office performance.
Division/Office Directors are responsible for monitoring
the performance of their.
Division/Offices and are expected to actively use
performance measures to manage the work of the
division/office.
Performance measures. When selecting performance
measures, customer satisfaction should be considered.
The person in the Executive Office with oversight
responsibility for a division/office.
Responsible for reviewing division/office performance
annually.
Selection/Unit/Program Performance
Section/Unit/Program managers and supervisors
should use performance measures to make:-
Data-driven decision: They should also engage their
staff in the development and monitoring of
perforamance measures.

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All managers, supervisors and staff are expected to
identify and put forward opportunities for
improvement.
 Results
The Executive Office and HST will establish the
populations results (s) to which all MDH Activities
should contribute.
The Executive office and HST will also establish and
monitor a set of indicators that quantify the result(s)
these indicators will be reviewed annually.
The results and indicators will be made available and
posted on the agency’s website.

CONCEPT OF MARKETING TOWARDS MDH

“MDH Masala” is the popular of Masala as the
household among the millions of people today; it is
doing Masala trading into the field of pure spice
powders like Turmeric.
Chilli, Coriander powders Masalac. This curiosity lets to
enter into masala world with boldness. This masala
encountered a lot of hurdles, since masala products
during those days to the oriental women who are

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traditionally conservative. It is not easy to sall. It is
concept sealing on “Easy Cooking” rather than
marketing food products.
With self- determination and persistent attempts, it is
able to get into the kitchens of our country and the
rest of the world. The story may look like a wonder, but
the hard work, the pot holes and the bumps on the
way to producer. The person who stood behind
produce masala for all those achievements.

CONCLUSION
Masala is a very essential and daily using commodity. It
is useful to all the group’s people.
In INDIA the packaged Masala is widely used and liked
by the Buyers. From the Above study, it is concluded
that the packaged masala is more preferable than the
loose masala in this India.
“MDH” masala is preferred by most of the users are
like packaging, price, availability, taste, etc.,
effectiveness of media has bearing of the consumer.
MDH Masala products having effective marketing in all
places, because most of them accepted the product in

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quality as well as in tasty and price is low, this project
entitled that consumer satisfaction of MDH Masala
in INDIA.

BIBLIOGRAPHY
www.wikipedia.org
www.scribd.com
www.slideshare.net
www.quora.com
www.mdhspices.com

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