asian paint strategic management

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STRATEGIC MANAGEMENT REPORT

ON

ASIAN PAINTS LIMITE

SUBMITTED SUBMITTED

TO BY

Prof S.Balasubramanyam C.SOWBHAGYA

LAKSHMI. M.B.A 1 st year,Roll No:

89535

SCHOOL OF MANGEMENT

NATIONAL INSTITUTE OF TECHNOLOGY

WARANGAL-506004

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INDEX

1. ASIAN PAINTS OVERVIEW ........................................ 2

2. BACKGROUND ............................................. 3

3. VISION .............................................. 4

4. MISSION ............................................... 4

5. MAJOR CORPORATE EVENTS ..................................... 5

6. COMPETETIVE ADVANTAGE PROFILE .......................... 7

7. CORPORATE FACTORS ............................................... 9

8. STRATEGIC MANTRAS OF ASIAN PAINTS LTD .............. 10

9. SWOT ANALYSIS ...................................................... 12

10.MARKET SEGMENTATION ............................................ 13

11.ANSOFF MATRIX ........................................... 15

12.FUTURE PLANS ............................................16

13. ANALYSIS & SUGGESTIONS ..........................................17

14.CONCLUSION ................................................ 19

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LEARNING OBJECTIVE

The learning objective for the industry analysis is to determine theopportunities and threats that exist for firms within a competitiveenvironment.

The learning objective for the firm analysis is to determine the strengthsand weaknesses of a firm and to determine the core competence that can

be built on to establish a competitive advantage.The final step is to develop a sound business plan to ensure the survivalof their chosen firm within its competitive environment.

STRATEGIC MANTRAS OF ASIAN PAINTS LIMITED -

Audacious in vision.

Focus on what know best.

Trim flab to achieve operational excellence.

Good governance made the business sense

Forge stronger partnerships with supplier base.

Pursue quality with zeal.

Innovate to create value for customers.

Good in distribution.

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1. ASIAN PAINTS OVERVIEW

Asian Paints Limited(APL) is the market leader in the Indian paint industry,commanding a market share of 38 per cent in decorative paints and 33 per centoverall in the organised sector. Its annual sales turnover exceeds Rs. 1,300crore, way ahead of all the competitors in the industry. In profits too, AsianPaints is far ahead. Asian paints market leadership in the decorative paintssegments can be grasped correctly when we take note of the relative position of the various players in the industry. Whereas Asian Paints has a market share of 38 per cent, its nearest rival, Goodlass Nerolac, commands a share of just 14 per cent. All others have only less than 10 per cent. Such an achievement by a

company that is wholly Indian in capital, management and technology and in anindustry historically dominated by multinationals is certainly a commendablefeat

Some of the key initiatives undertaken are :

* Initiatives in manufacturing to reduce losses at factory

* Sourcing efficiencies

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* Sweat existing assets for better productivity

* Introduction of new technology to drive efficiencies and increase productivity

* Implementation of a new supply chain solution

* Implementation of an ERP solution

2. Background

Asian Paints Limited was established in 1942 as a partnership firm by four friends Champaklal H. Choksey, Chimanlal N. Choksi, Suryakant C. Dani andArvind R.Vakil to manufacture paints in a garage in Mumbai (Bombay). Fromits humble beginnings, the company has moved on to become the largest paintscompany in India with a market share of 30 per cent.The company with aturnover of US$ 535 million on standalone basis and US$ 640 million onconsolidated basis (including turnover of all its subsidiaries) is one of the topten decorative paints companies in the world. Its reach and dominance in theIndian market can be gauged from the fact that it is more than twice the size of its neares competitor in India and it has been the market leader in paintsindustry in India since 1968.The company operates in 22 countries and has 29

paint manufacturing plants in the world which service consumers in over 65countries.The company operates around the world on its own and also throughits three subsidiaries Berger International Limited,Apco Coatings and SCIBChemicals.The company aims to become one of the top five decorative paintcompanies in the world and has embarked on an aggressive strategy of expanding its global operations. The promoters hold the majority stake in thecompany (46.8 per cent of the equity stake).The next largest shareholders arethe foreign institutional investors (19.5 per cent stake), followed by Indian

public (16.5 per cent stake). Domestic banks, financial Institutions, mutualfunds and insurance companies hold 13.4 per cent stake. Corporate bodies andnon-resident Indians hold the remaining stake.

ASIAN PAINTS PRODUCTS

Asian Paints is engaged in manufacturing of paints. The company offers interior and exterior wall paints, automotive paints, powder coatings, auto refinish

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paints, and wood finishes. It operates in 22 countries and has 29 paintmanufacturing facilities in the world servicing consumers in over 65 countries.It is headquartered in Mumbai, India and employs 3,924 people

1) Interior Wall Paints2) Exterior Wall Paints3) Wood & Metal Paints4) Wood Finishes5) Ancilliaries

VISION

Asian Paints aims to become one of the top five Decorative coatingscompanies world-wide by leveraging its expertise in the higher growth

emerging markets. Simultaneously, the company intends to build long termvalue in the Industrial coatings business through alliances with established

global partners .

3. MISSION

To provide paints as per market demand, ensuring desired level and quality of customer (dealer) service, continued availability of the right product mix of right quality at the right time.

CORE VALUES

Commitment and Integrity in dealing with internal and externalcustomers

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A strong belief in individual ability and creating an environment in whichentrepreneurial spirit is encouraged

Ownership and Responsibility

To continuously Rejuvenate every living and working space of peopleand bring joy to their lives

CORE PURPOSE To continuously rejuvenate every living and working space of people

and bring joy to their lives

5.Major corporate events (Milestone )

Year Events

1942 Champaklal H Choksey, Chimanlal N Choksi, Suryakant C Dani andArvind R Vakil establish a paint manufacturing unit in a garage on ForasRoad, Bombay. They name the company The Asian Oil & Paint Company

1945 Asian Paints uses an innovative marketing strategy of using small packs1957 The family-owned company becomes a professionally managed

organisation1967 Asian Paints emerges as India's leading paint company2002 Asian Paints restructures and adopts enterprise resource planning

technology2005 Asian Paints becomes the tenth largest decorative paint company in the

world

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APLs whole business operation can be divided into two segments i.e. Paintsand Chemicals.

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6.COMPETETIVE ADVANTAGE PROFILE :

Marketing Factors

Market leader -38% share in organized sector.

Asian Paints is more than twice the size of its nearest competitor.

>50 yrs -leader

Widest product range -product shades, wide colours ,pack sizes

40 different decorative paints -1000 shades, 8 different sizes in packing,no. of brands -all segments

Brands -quite powerful

high quality MR & MIS , 90% accuracy in forecasting, 100 fastestmoving Stock Keeping Units, monitored daily

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Countrywide distribution (29 plants in 22 countries) .

Physical distribution far superior to competitors

strong in inventory control (18 processing centres, 350 raw material andintermediate goods suppliers, 140 packing material vendors, 6 regionaldistribution centres, 72 depots are integrated)

Manufacturing/Operations factors :

Size advantage in relation to competitors.

Finesse in production planning ,scheduling ,matching with marketingrequirements

In-house production outsourcing high reliability suppliers superior quality assurance.

Four production location spread benefits.

Human Resources :

Asian Paints believes that people are its strongest assets

HIGH calibre

A talent pool of over 4700 employees employed across 23 countries bringin a unique blend of mindsets and skills

Excellent training is provided to develop leaders and re-strengthencompetencies from within the organisation

Information Technology :

Asian Paints is the only company in India to have integrated SupplyChain Management (SCM) Solution from i2 Technologies, andEnterprise Resource Planning (ERP) solution from SAP.



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Customer Relations Management (CRM) tools are being used in AsianPaints Helpline and Home Solutions initiatives

Improve efficiency in the business as well as increase the transparencyand accuracy of information across the country.

Research & Development :

At Asian Paints, R&D plays an important role in developing new products and innovations, and reducing costs by value re-engineering of formulations.

It consists of 140 strong R&D team consisting of 7 doctorates and around115 qualified scientists, has always backed the company's business planand demands of the market place.

Asian Paints' R&D team has successfully managed to develop High-endexterior finished and wood finishes in-house.

7. Corporate factors :

AWARDS Awarded the "Sword of Honour" by the British Safety Council for all the

paint plants in India. This award is considered as the pinnacle of achievement in safety across the world.

Forbes Global magazine, USA ranked Asian Paints amongst the 200 'BestSmall Companies of the world' in 2002 and 2003 and amongst the top 200'Under a Billion Firms' of Asia in 2005.

Ranked 24th amongst the top paint companies in the world by CoatingsWorld - Top Companies Report 2006.

The Asset - one of Asia's leading financial magazine ranked Asian Paintsamongst the leading Indian companies in Corporate Governance in 2002 and2005.

Received the Ernst & Young "Entrepreneur of the Year - Manufacturing"

award in 2003



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ENVIRONMENT AND SAETY :

Asian Paints approaches the environment issue from the perspective of waste minimisation and conservation of resources.

It attempt is to reuse, recycle and eliminate waste, which results in lessand less waste being generated. Accordingly, the material losses inmanufacturing have been reduced substantially over the last few years.It has ISO 14001 certification for environment management standards.

It has achieved 'zero industrial discharge' capability. This has beenachieved by the installation of upgraded effluent treatment facilities andinstallation of reverse osmosis plants in conjunction with appropriaterecycling and reuse schemes. Our emulsion manufacturing facility hasalso achieved 'zero waste' status. It has adopted the principles of "green

productivity".Some of its innovative schemes which enhance green productivity aredealer tinting systems which has resulted in large batch sizes ; bulk storage facility for monomers which reduces wastage; Use of natural gaswhich is a cleaner fuel ; solvent recovery plants have been set up whichhas resulted in zero reduction of solvent disposal ; Improved incineratingsystems and reverse osmosis.The "Sword of Honour", instituted by the BSC, is recognized the worldover as the pinnacle of achievement in safety management systems.

QUALITY POLICY:

We shall provide products and services that meet stated standards ontime, every time.

We accept Zero Defect as a quality absolute, and shall design and operateour quality system accordingly.

We will organise our work practices to do a job right the first time, every

time. We are committed to continuous improvement in quality in all business processes and shall track such improvement through measurableindicators.

8. STRATEGIC MANTRAS OF ASIAN PAINTS LIMITED -A

WHOLE AND REALISTIC VIEW



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Asian Paints sound marketing has earned it strong brand equity. It has been ableto do it by focusing on product features that are appreciated by customers. And

by ensuring that the products are of high and consistent quality and are widelyavailable b Enviable track record in breaking away the position of MNCs in the

Indian paint Industry building a strong distribution system.The paint industry of India is more then 100 years old. Its beginning can betraced to the setting up of factory by Shalimar Paints in Kolkata in 1902. Till theadvent of World War II. The industry consisted of just a few foreign companiesand some small. Indigenous producers. Foreign companies continued todominate the industry.

At the time Asian Paints entered the Indian paint business. Distribution was themost crucial task for any new entrant. Both physical distribution and channelmanagement posed formidable challenges. The foreign companies and their wholesale distributors dominated the business. Also they were shutting thedoors on any new paint company seeking an entry into the business. Theyconcentrated on big cities where they could make the sales without muchinvestment in distribution infrastructure and market development.

Asian Paints sized up the scenario and formulated a unique strategy. It went infor a strategy that differed totally from the existing pattern.

Elements of Asian Paints Marketing Strategy

1. Asian Paints bypassed the bulk buyer segment and went to individualconsumers of paints.

2. Asian Paints went slow on urban areas and concentrated on semi urbanand rural areas.

3. Asian Paints went retail. While its competitors remained content with ahandful of wholesale distributors. AP preferred direct contact withhundreds of retail dealers.

4. Asian Paints went in for an open door policy. It broke the prevailingtrend in those days. Of limiting the number of dealers to the barestminimum. And chose to use practically everyone in the trade. Who was

willing to function as its dealer?



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5. Asian Paints voted for nationwide marketing/distribution. It wanted tohave an active presence throughout the country. In all the geographicalzones. States and territories.

Main steps in the implementation Process

1. Asian Paints created a large network of dealers.

2. It established a network of company depots to service the dealers

3. It created a marketing organization that matched its distribution

4. It successfully resolved the cost service conflict in distribution with a

A strong commitment to distribution cost control. Withoutcompromising service level.

Effective inventory management Effective control of credit outstandings IT initiatives in distribution cost control

As already mentioned. Asian Paints is India's largest paint company and themarket leader in decorative paints. The story of Asian Paints is a story of marketing excellence. It achieved an enviable leadership position by masteringthe distribution function and gained a distinctive and powerful competitiveadvantage.

9.SWOT ANALYSIS OF ASIAN PAINTS LTD

Strength :

NO.1 Player in decorative paints and 2 nd in industrial paint segment.

Wide range of products with around 8500 colors.

Geographically well spread giving the company logistical advantage.

International presence giving opportunity to reap benefit from

international growth.



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wide distribution network i.e. 19,000 dealers.

Highest manufacturing capacity.

Strong finanacial helps the company to invest in marketing and brandrecall activities.

weakness :

Low share from the industrial paint segment.

opportunity :

High growth in both decorative paint and industrial paint.

Potential in overseas markets.

Threats :

Growing industry and low capital intensive nature of business will attractcompetition.

Setting up Greenfield project and buyout are viable options for international players to enter the domestic market.Industry growth depends on two factors

(a) Repaint activity and(b)Construction. Any slowdown in any of the two will have

direct impact on the company sales.

Aggression from existing playersThe external environment saw an entry of a lot of multinationals trying toattack us on various segments



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10.Market segmentation :

Asian Paints segment the market based on the usage :

BRAND POSITIONING

It is how the Asian paints enabled people to form a mental image for their products in the customers mind. The strategies that they followed where asfollows,

Brand Image

The ways in which Asian Paints attempted to meet the customers psychological

and social needs.Indian paint industry is a low involvement industry. Till 1990s people will just tell their budget for painting their house to their contractors.And few customers will also mention the colour they need. During that periodAsian Paints analyzed the customer market and found that people where not

brand conscious but their concern was only the price of the paint. To meet thisneeds of the customer Asian paints reduced the cost of the raw materials by backward integration inorder to reduce the cost of the paints Established an advertising strategy with created an emotional touch among the

customersAll these strategies helped them in creating a Brand Image for their productsamong people and people started realizing the need for brand conscious in thisindustry.

Umbrella Brand

In 2004 the company realized that though they have almost 20 brands only few products like Apex emulsion, Royale interior emulsion, Apcolite and Touchwood had high recall among the customers. Therefore they decided to promotethe brand as a whole, to create a corporate image and the various products under their Umbrella Brand Asian Paint, which became their mother brand. Thiscreated a Brand Awareness as a whole among the customers.

Brand Portfolio:

It was realized that instead of spending on individual brands and in promotingthem it was logical to promote their corporate image and allthe brands under their umbrella brands ...



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Asian Paints has embarked on an umbrella branding policy encompassing all its products and services. The project includes a new visual identity that establishesthe company name as the dominant reason for purchase. Tractor, Royale, Utsavand Apcolite names are no longer the focus on the can, rather consumers will be

buying "Asian Paints." Some key brand names are being retained for the time being--to signal a position in the market rather than a product or surface. For instance, Tractor will represent the "value for money" brands.

The immediate advantage is obvious. Rather than spread resources thinly across brands and sub-brands, a company centric portfolio can synergizecommunication efforts. To be competitive in a world of fragmentation andrising costs, traditional mass media, such as television, can be prohibitivelycostly.

With the umbrella-branding move, Asian Paints can also afford to moveforward from a mere functional platform for each individual product to the highground of a mood-based emotional dimension.

An Underlying Theme

At Asian Paints, the underlying theme is "har ghar kuchh kehta hai," or "everyhome has something to say." The depth and texture visualized by this line goesinto the customer's basic psyche of owning a home, and will carry through

various messages emanating from the company, which is the leader in thedecorative coatings market in India.

11.ANSOFF Matrix

Asian Paints value for the customers was build through innovative package(size),distribution , and communication .In 1970s they decide to computerizeand network their 30 depots round the country ,to provide proper feedback of market needs ,resulting in quick response to meet the needs.

They planned a new distribution structure , smaller packages andcomputerized communication networks. Asian paints differentiation strategystarts from market segment, distribution & packaging .

With increasing volumes in chosen segments Asian Paints achievedeconomies of scale for cost leadership .With their dominant position theydiversified in product range as also market and geographic segment.

1. They diversified into manufacturing raw materials for paints.



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2. product diversification also included industrial paints .Now with a largemarket share ,they have strong distribution network even in metros.

Asian paints strategy of quick response translates into supplying 95% of theorder supply in 48 hrs which is a positive competitive advantage .Their R&Dhas developed new products to later to industrial & scientific segments . The

paint industry is in growth stage in India as construction activity has a high priority.

With 27% market share, they enjoyed double the market share than their nearest competitor .In order to maintain this leadership position they havedrawn up the following strategy.

Asian Paints went to backward vertical integration by getting intomanufacturing raw materials for paints.

With liberalized economy more international brands are likely to enter theIndian markets as entry barriers are low in the Paint Industry.

To keep their dominant position Asian Paints should pursue vigorous R & Dfor innovative products ,increase the number of depots for covering the entire

country advertise separately for each market segment & average continuousmarket research to enhance their competitive advantage.

12.Future Plans :

The company plans to consolidate its dominant position in India by launchingnew products in line with the market developments in both decorative paint andindustrial coating segments. The company is focusing on further improving theoperations of all of its subsidiaries in India and abroad and has already launchedE-Strides, an ERP initiative through which all the overseas ventures are beingcovered for sharing of global knowledge, best practices and better control onoperations. The companys objective is to be among the top three players ineach market where it is currently operating or plans to operate in the future

Introducing Water based Paints

Repositioning of existing Brands in Rural Market



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Broadening of Distribution Network

Adding more choices for shades and effects

Enhancing Better QualityDemand will be generated through the newconstructions coming in housing and industries

13.ANALYZES AND SUGGESTIONS

ADVANTAGES OBSERVED ( Good strategies ) IN FIRM

If we observe the vision statement

Understood that management involved right from the start.Adequate or correct marketing research is done at each and every level

http://en.wikipedia.org/wiki/Marketing_researchhttp://en.wikipedia.org/wiki/Marketing_research


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There is no lack of vision on the relationships between processes,technology and organization.

If we observe the culture of TQM, and Decision Making

There is sufficient company resources to accomplish task. New strategies are well explained to employees.Incentives given to workers to embrace the new strategy.Promoting the new employee and their management skills.There is a good employee commitment.

Important strategies like collaboration with lead manufacturingcompanies.

If we observe the Human Resource Management

Its observed that Companys succeed in today's free market economy, only because their employees perform to their fullest potential. The governing themein the organisation is the well being of their employees strategies.

Alive to this home truth

Freedom to experimentContinuous learning and training.

Transparency in all aspects.Quality in all aspects of work.Rewards based on performance and potential.The salary and benefits offered are on par with the best available inConstruction Industry.It is aimed at not only attracting but also retaining talent.

If we observe Financial aspects

Because of this Economic crisis all over the world,the company profit percentage gets reducing.



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To control this, There should be a meeting with all familiar constructioncompanies CEO to get their views on financial crisis aspects and financialmanagement.But, Reduced financial expenses have resulted in substantial increase inthe return on net worth as well as the capital invested from them.

If we observe Enivironmental upgradation.

It has ISO 14001 certification for environment management standardsIt is using more innovative techniques.This augurs well for the country and now there is an imminent need tointroduce green concepts and techniques in this sector.Green concepts and techniques in the construction sector can help addressnational issues like handling of consumer waste, water efficiency,reduction in fossil fuel use in commuting, energy efficiency andconserving natural resources.Most importantly, these concepts can enhance occupant health, happinessand wellbeing.So automatically enhance the mood of occupant and they feel freshthroughout the day and in the mean time profit also increases.

If we observe the Marketing Strategy :

It has large network of dealers.Wide range of varieties.

Rich in product diversification.High Innovation in techonolgy.

Given more importance for R &D.

Since the firm has following good strategies ,but it must be careful about MNCscoming for various segments.and there is aggression from existing palyers.



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14.CONCLUSION

An independent survey named Asian Paints to be one of the bestcompanies in Asia in paint industry and other.

Business Today showed that the company was one of the mosttransparent and a leader on the issue of innovative methods.

EXCELLENT MANAGEMENT SYSTEM

EFFECTIVE OPERATIONAL MANGEMENT

GOOD NUMBER OF SUPPLIERS AND DISTRIBUTORS.LOTS OF AWARDS

No.1 PAINT COMPANY IN PAINT INDUSTRY

PLAYING LEADER ROLE IN PAINT INDUSTRY.

GIVING MORE IMPOTANCE FOR HUMAN POWER.

HIGHLY INNOVATED IN TECHNOLOGY.



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