Strategic Marketing Analysis - Asian Paints

Presented By
Neha Ghorad
EPGDM - 1031415011

Strategic Marketing Analysis
Of India’s No. 1 Paint Brand

• PART I
– Introduction, history, vision, international presence, awards, products & services,
overall scenario of the company
• PART II
– Current brand scenario versus company scenario
– Current Marketing Situation- how is the organization marketing and selling a brand
• PART III
– Internal analysis - Business goals, Internal marketing, export, supply chain and
distribution
• PART IV
– External Analysis -Market Analysis, Competitor analysis, Customer focus
• PART V
– Executive Summary
PART I

Introduction - Asian Paints Group
 A chemicals company, Indian MNC which started operations in 1942
 Headquartered at Mumbai
 India’s largest, Asia’s Third largest paint company
 Turnover INR 141.83 billion
 Operates in 17 countries with 23 operational plants
 In India, The manufacturing plants are located in Maharashtra, Gujarat, Andhra
Pradesh, Uttar Pradesh and Tamil Nadu.
 Exports are done to 65 countries
 People asset consists of 7000+ employees
PART I

History
• Established in 1942 as a partnership firm by a team of four friends
Champaklal H. Choksey, Chimanlal N. Choksi, Suryakant C. Dani
and Arvind R. Vakil.
• Touched the turnover of INR 350,000 in 1945 which induced the
need to go professional
• With deliberate efforts, a family owned business got nurtured to
become a professional organisation by 1966.
PART I

Vision
• To become one of the top five decorative coatings
companies world-wide by leveraging its expertise in the
higher growth emerging markets.
• Simultaneously, the company intends to build long term
value in the industrial coatings business through alliances
with established global partners.
PART I

International Presence
• Asian Paints in South Asia (India, Bangladesh, Nepal and Sri Lanka)
• SCIB Paints in Egypt
• Berger in Asia (Singapore & Indonesia), Middle East (UAE, Bahrain
and Oman), Caribbean (Jamaica, Barbados, Trinidad & Tobago)
• Apco Coatings South Pacific (Fiji, Tonga, Solomon Islands and
Vanuatu)
• Kadisco in Ethiopia
• Taubmans in South Pacific (Fiji and Samoa)
PART I

Awards and Recognitions
((Last 5 years)
• Most Impactful Companies of the Decade by CNBC Awaaz in Jan 2015
• Forbes Magazine's - Asia's Fab 50 List of companies in 2011, 2012, 2013 and
2014.
• 13th amongst the top paint companies in the world by Coatings World - Top
Companies Report 2013
• In March 2012, Asian Paints was presented the Asian Centre for Corporate
Governance & Sustainability Award for the Best Governed Company in 2011.
• Mr. P M Murty, past MD & CEO, Asian Paints received the 'CEO of the Year'
award from Business Standard,(March 2011).
PART I

Products
• Interior wall paints, Exterior wall paints,
Wood surface paints, Metals surface
paints.
Decorative
paints
• Protective coatings, Floor coatings, Road
markings.
Industrial
coatings
• Wall primer, Acrylic Wall Putty, Exterior
Wall Putty, Wood PrimerAncillaries
• Automotive/vehicle paintsAutomobile
PART I

OVERALL SCENARIO OF THE COMPANY
 Board of Directors
 Company Structure
 Financial Scenario
 Supply Chain Management
 Human Resource Management
 IT
 R & D
 Group Subsidiaries
PART I

Financial Scenario
• Market Capital INR 8million
• Stock trading at INR 773.6
• Indian promoters 53%
• No share holding by foreign
collaborators
• Net Profit margin 9.8%
• CFO – Jayesh Merchant (comp sec)
• Cashflow trends indicate increasing
operational excellence, low input from
investments and a great market
response driving the net cashflow.

Supply Chain Management
– Most essential for business continuity.
– State-of-the-art supply chain system using cutting edge technology to integrate all its
plants, regional distribution centres, outside processing centres and branches in India.
– 19 paints plants in India, two chemical plants, 18 processing centres, 350 raw material and
intermediate goods suppliers, 140 packing material vendors, 6 regional distribution
centres, 72 depots are integrated.
– The supply chain runs through a wide spectrum of functions right from materials planning
to procurement to primary distribution. It has played a pivotal role in improving operational
efficiencies and creating agile procurement, production and delivery systems. It has also
enhanced the flexibility of operations, lowered output time and reduced delivery costs,
while improving customer-servicing levels and profitability.
– The Supply Chain Management is backed by IT efforts that help the company in demand
forecasting, deriving optimal plant, depot and SKU combinations, streamlining vendor
relationships, reducing procurement costs and scheduling production processes for
individual factories.
PART I

Human Capital Management
• 6000 employees in 17 countries brings in a lot of diversity in workforce culture and a unique
blend of mindset and skills
• Human resources systems are designed to create a focused, performance oriented and agile
company having committed people with self discipline and ownership.
• An open and interactive work culture brings out the best in people. A sense of ownership and
freedom to experiment at their workplace brings out creativity and innovation in every
individual.
• Excellent training is provided to develop leaders and re-strengthen competencies from within
the organisation. Campus placements are also done.
• Best suited people would be having a set framework of result-orientation, market insight,
customer perspective, trust, respect and problem solving.
PART I

Information Technology
• Integrated Supply Chain Management (SCM) Solution from i2 Technologies, and Enterprise
Resource Planning (ERP) solution from SAP.
• Business continuity - Disaster recovery site in South India.
• A supplier portal includes an automated digital document exchange facility for interaction with
suppliers.
• An employee portal has also been set up which encourages social collaborations.
• Customer Relations Management (CRM) tools are being used in Asian Paints Helpline and Home
Solutions initiatives.
• ERP, CRM, Business Intelligence and Portal software and integrated SCM systems has helped
improve efficiency in the business as well as increase the transparency and accuracy of information
across the company.
• To match the pace of growth of our international business, we are focusing on improving
transaction systems and messaging platforms. Implementing of a portal platform for improved
collaboration and sharing of information across all geographies is already underway.
PART I

Dedicated in-house IT team adding value to business process in terms of
higher productivity, lower costs, speed, consistency and standardization

Research and Development
• A new Research & Technology centre at Turbhe, Mumbai.
• The entire decorative coatings portfolio for the Indian market
and for overseas ventures is developed in-house.
• Supports Manufacturing in process cycle time reduction &
improves productivity by alternate / break through processes
• Supports company strategy around Technology development,
Sustainable new products, Green products, Value
reengineering for productivity improvement and cost
optimization
• Company scientists had won the Roon award in 2013 – one of
the highest technical achievements in the coatings industry
PART I

Group of Subsidiaries
• Apco Coatings - South Pacific islands. Operates in Fiji,
Tonga, Solomon Islands and Vanuatu under the brand
name of Apco Coatings.
• Asian Paints Industrial Coatings Limited - to cater to the
powder coatings market.
• BIL became a part of the Asian Paints Group in Nov
2002 & has presence across three regions viz. Middle
East(Gulf), Caribbean and South East Asia(Singapore).
• SCIB Paints - became a part of the Asian Paints group in
Aug 2002 & is among Top 5 paint companies in Egypt.
PART I

Current Scenario – India
• Indian Paint industry is estimated to be of INR 100,000 cr for the year
2020 according to president of Indian Paint association Mr. D P Basu.
• Growth rate 17% CAGR from past 7 years
• Product life cycle shows indian paint industry in the growth stage, the
industry can achieve good amount of appreciation in coming future
PART 2

Current Scenario - India PART 2
The decorative to industrial paint ratio is 71:29

Current Scenario - India PART 2

• In 1954, R K Laxman created Gattu.
• In 2012, O&W were hired for rebranding.
Branding PART 2

Strong Brands Internationally
Subsidiary companies enable to have a global presence

Business Goals PART 3
• Company goal for 2017
– “To be the fore runner of inspiring décor and to
actively empower customers to create their dream
homes”.

Marketing Strategies
Marketing Strategies involved following innovative concepts:
• Small Packs
• Exterior Paint Segment
• Consumer and Dealer helpline
• Colour Next (Prediction of Colour trends through in-depth research)
• Special effect and textured paints
• Signature Stores
• Colour Ideas store
• Samplers
• Beautiful Homes Guide
• Water Proofing and Wallpaper business
• Ezycolour Service brand
• Home Solutions (Painting solution service)
• Colour Consultancy @ Home

Market Analysis
• No 1 Paint company in India
• Over $ 2 Billion group revenue
• 3 Times to nearest competitor in India
• 47 years of market leadership in India
• 3rd largest paint company in Asia
• 13th largest company in World
• Presence in 19 countries, servicing 65 countries
• 26 paint manufacturing plants worldwide
• 7000+ Human capital

Worldwide Operations
• Presence in 19 countries, servicing 65 countries
• 26 paint manufacturing plants worldwide

Marketing Environment & Customer Analysis
• SWOT Analysis
– Strength
• Market leader
• Wide distribution network
• Pricing power
– Weakness
• International presence is retricted
• Industrial paint segment is not completely covered

– Opportunity
• Indian economy is growing
• Shorter repainting cycle
• Growth in tier II and III towns
• Steady growth
• Decrease in use of distemper
– Threat
• Volume based economy
• 300+raw materials
• Threat from rising crude prices

Marketing Environment & Customer Analysis
• PESTEL Analysis
– Political
• Political situation is stable
• Democracy
• Government is promoting exports
– Economic
• Second fastest growing economy
• Market based economy
• Purchasing power parity is 3rd largest
• FDI is introduced in paint sector

– Social
• Population wise 2nd economy in world
• Raw material prices are stable
– Technological
• Emerging IT sector
• Lead free paints
• Modernisation of paints(waterproff paints,
watercoating, teflon coating paints, etc)

– Environmental
• Seasonal and climatic changes
• Lead free paints
• Impact of volatile compounds (VOC)
– Legal
• Environmental law
• Pollution control law
• Health and safety law

Competitor Analysis
Published data of 2015 by Morgan Stanley report, AP is considered to be :
i.3rd Largest in Asia
ii. 13th Largest in the world
AP continues to grow and give stiff competition to industry rivals

Customer Focus
• Powerful Consumer Connect
• Innovative retailing strategy showcasing latest product and
solution offerings enabling consumers to get inspired, try and
decide
• Strong presence in all product segments, servicing over
34,000+ dealers

Business Expansion strategy
• Business Portfolio parameters for FY 2014-15:
• AP can venture into automobile sector and have corporate tie-ups for maintenance of
infrastructure buildings with MNC’s, banking institutions, government offices, hospitals and
educational institutions
• This would lead to constant and assured amount of cash flow and also the enlargement of
“Improvement & renovation” parameter of business portfolio.
• Decorative Coatings – India 81%
• Industrial Coatings – India
• PPG Asian Paints
• Asian Paints PPG
• International Operations
• Home Improvement Business – India
• Sleek
• Ess Ess
• Chemical Business

• Kansai Nerolac, the competitor is planning for a new
manufacturing set-up in Gujarat estimated at a cost of INR
350cr as declared on 9th June 2015 by the BOD.
• This may lead to cost advantage which can result in softening
of the product prices offered by nerolac.
– 300+ raw materials
– Crude prices unstability impact highly to paint industry
– Raw material prices are going to be steady. Should focus more on R&D
of substitute raw material for production.
– Also, alternate packaging material can be researched and sourced to
get the cost advantage.
Competitor analysis & cost strategy

• The brand recall of Asian paints needs to be increased.
Tag line or a jingle is missing. Legacy is untold.
– Tag line or jingle should be introduced to differentiate. Something like “Asian
paint hai, Apna paint” which identifies it being Indian will add value.
– Re-enforcement of 70+yrs of customer service will help to retain the consumer
– Feel marketing can be used
– Advertising activities which involve statistics of market share & AP’s dominance
in India and its history will help to attract new consumer
Brand Marketing - Reinforcement strategy

Overcoming the Technology Barrier
• Direct Marketing and Direct selling mode is untapped.
• Asian Paints Android Application will help to attract the tech
savvy youth.
• The app may contain info for nearest dealer store, types and
range of products and guide the consumer according to his
requirements.
• Also, the registered consumer can order the paint online and
get delivery at his doorstep.
• Meeting with professional from AP can be arranged on
request for making a choice and budgeting.
Mobile Application

Government Tie-up
• India loses over Rs.200,000 crore annually due to
corrosion.
• Entrepreneurship is the buzz word for today’s political
environment.
• A tie-up with government for industrial coatings of SEZ
or Industrial estates will help lessen the corrosion
• Also, maintenance contracts can be created with
government firms for offices and industrial locations
• This will help in getting the desired boost even when
economic is sluggish as contracts are already in place

Corporate Collaboration
• Decorative to Industry Paint ratio is 67:33
• For 2020, if the Industrial ratio is improved, more revenue can be
generated.
• Automobile industry is fast blooming
• A collaboration with a automotive firm will deliver strategic advantage to
AP and give good returns.
• Moreover, a systemtic flow of industrial paint can also be talked upon for
collaboration

• According to Mr. D P Basu, president of Indian Paint association, the
Indian paint industry is estimated to grow to 100,000 cr and current
decorative to industry paint ratio is 67:33.
 Increasing the current market share from 49% would help in getting good
returns of the growing industry.
 1. A merger with the competitor in India, like Nerolac can help get
the extra boost and profitability.
 Also, Berger, can also be a good option being already acting as a
subsidary for Asia & Middle east regions
Please refer the excel for projections.
Growth Plan 2020

Strategic Marketing Analysis - Asian Paints

Strategic Marketing Analysis - Asian Paints

More Related Content

What's hot (20)

Similar to Strategic Marketing Analysis - Asian Paints (20)

More from Neha Nagulkar Ghorad (11)

Recently uploaded (20)

Strategic Marketing Analysis - Asian Paints

Editor's Notes