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Introduction

Ability to retain the core values and purpose of the company with time makes a strong
brand. Manifestation of these might change from time to time depending on internal and
external factors. Asian Paints is a shining example of this truth. The brand Asian Paints
has stood for different things at various points of time without ever compromising on its
core values and core purpose.
Asian paints is the largest paints company in India and one among the top ten decorative
paint companies in the world. From its humble beginnings, the company has moved on to
become the largest paints company in India with a market share of 30 per cent.
Asian Paints is India's largest paint company and the third largest paint company in Asia
today, with a turnover of Rs. 30.2 billion. The company has an enviable reputation in the
corporate world for professionalism, fast track growth, and building shareholder equity.
Asian Paints operates in 21 countries and has 29 paint manufacturing facilities in the
world servicing consumers in over 65 countries.
Asian Paints Colour World is the brand name for the one-stop colour shop of Asian
Paints, which are unique paint shops where shades are generated with the help of a
computer with software to choose and select 1,511 shade combinations, designed to reach
consumers in a direct `dil se' style.
Asian Paints has the largest range of colours in the market (e.g. Over 127 shades of green,
206 shades of blue, 118 shades of yellow and many others) and the outlet allows the
consumer to choose any among a vast range of colours with the help of a computer.
One of the country's leading business magazines "Business Today" in Feb 2001 ranked
Asian Paints as the Ninth Best Employer in India. A survey carried out by 'Economic
Times' in January 2000, ranked Asian Paints as the Fourth most admired company across
industries in India

The company has come a long way since its small beginnings in 1942. Four friends who
were willing to take on the worlds biggest, most famous paint companies operating in
India at that time set it up as a partnership firm. Over the course of 25 years Asian Paints
became a corporate force and India's leading paints company. Driven by its strong
consumer-focus and innovative spirit, the company has been the market leader in paints
since 1968. Today it is double the size of any other paint company in India. Asian Paints
manufactures a wide range of paints for Decorative and Industrial use.
Vertical integration has seen it diversify into products such as Phthalic Anhydride and
Pentaerythritol, which are used in the paint manufacturing process. Asian Paints along
with PPG Inc, USA, one of the largest automotive coatings manufacturers in the world
has begun a 50:50 joint venture, Asian PPG Industries to service the increasing
requirements of the Indian automotive coatings market. Another wholly owned
subsidiary, Asian Paints Industrial Coatings Limited has been set up to cater to the
powder coatings market which is one of the fastest growing segments in the industrial
coatings market. This wholly owned subsidiary of Asian Paints has entered into a tie-up
with Canada-based Protech Chemicals which is one of the top ten powder coatings
companies in the world for technological know-how in the area of powder coatings.

Board directors
Mr. Ashwin C. Choksi, Chairman
Mr. Ashwin S. Dani, Vice-Chairman and MD
Mr. Abhay A. Vakil, Managing Director
Members
Mr. Mahendra C. Choksi
Mr. Amar A. Vakil
Ms. Tarjani Vakil
Mr. Deepak M. Satwalekar
Mr. Dipankar Basu

History
The history of Asian Paints dates back to 1942. It was started by four entrepreneurs,
Champaklal Choksey, Chimanlal Choksi, Suryakant Dani and Arvind Vakil, as a
partnership firm for manufacturing paints, in a garage rented for Rs. 75 a month. In 1945,
the partnership firm was turned into a private limited company named Asian Oil & Paint
Co. Pvt. Ltd. And in the same year, its turnover touched Rs 0.35 million.
In the 1940s, it was largely multinational companies such as British Paints and Jenson &
Nicholson that dominated the Indian paints market. In order to increase revenue, Asian
Paints concentrated on the smaller towns ignored by multinationals. In 1954, Asian Paints
asked the famous cartoonist R.K. Laxman to create a mascot for the company, and from
his pen was born Gattu which emerged as one of Indias most memorable mascots.
However, APs market research found out that in rural India, farmers who wished to paint
the horns of their bullocks preferred to buy paint in small packs. Soon AP came out with
50-ml packs, which became very popular.

1st February, 1942


Armed with little knowledge and great determination, Champaklal H. Choksey,
Chimanlal N. Choksi, Suryakant C. Dani and Arvind R. Vakil got together to manufacture
paint in a garage on Foras Road, Bombay. They named their company 'The Asian Oil &
Paint Company', a name that they picked randomly from a telephone directory.
1945
Asian Paints touched a turnover of Rs. 3,50,000, with an innovative marketing strategy
"to reach consumers in the remotest corners of the country with small packs."
1954
Asian Paints mascot, Gattu, the mischievous kid, is born.
1957-66

The family-owned company made the transition to a professionally managed


organization. British company Balmer Lawrie rejected the products of a giant British
paint company in favour of Asian Paints. Asian Paints embarked on an ambitious
grassroots marketing campaign, partnering with thousands of dealers in small towns all
over India.
1967
Asian Paints emerged as India's leading paint company ahead of any international
competition. Asian Paints became the 10th largest decorative paint company in the world.
Asian Paints is more than twice the size of its nearest competitor. It is recognized as one
of the most admired companies in India. It is present in 22 countries with 27
manufacturing locations, over 2500 SKU's.
On the recommendations of Booz, Allen and Hamilton, Asian Paints restructured itself
into Growth, Decorative and International business units and adopted SCM and ERP
technology. Asian Paints aims to become the 5th largest decorative paint company in the
world.

Vision

"Asian Paints aims to become one of the top five Decorative coatings companies worldwide 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."
Mission
Asian Paints aims to become the largest decorative paint company in the world and to
rank among the top 5 paint manufacturing companies of the world.
Core Values
Commitment and Integrity in dealing with internal and external customers
A strong belief in individual ability and creating an environment in which
entrepreneurial spirit is encouraged
Ownership and Responsibility

Core Purpose
To continuously rejuvenate every living and working space of people and bring joy to
their lives.
Core thought

Asian paints is about people who invest emotional energy in creating their homes

Asian Paints is about homes which reflect the taste and love of their owners/residents

Brand Leadership

The Brand Leadership model is based on various actions taken over a period of time.
a) 1942-1967: Evolution Phase
b) 1967-1982: Extension and Consolidation Phase
c) 1982-1986: The years of Excellence
d) 1987-1997: Moving Closer to the Consumer
e) 1997-1999: Changing rules of the game
f) 1999- 2007: The new Asian Paints
The Evolution phase

Stiff competition from MNCs

Product innovations

Reaching rural

Seeding relationships

Quality Products

Ensuring service to network

All this leading to leadership status in 1967


The Excellence Years

Launch of new technology in terms of tinting which gave a huge fillip to shade
selling

Product innovation

Connectivity with the sales set up

It was the largest manufacturer of paints in Asia and the sixth largest in the world.
However, this was not perceived by the consumer.

Asian Paints also seen to be a company that made paints such as distemper, ordinary
enamel and emulsion paints, for the masses.

In 1983, the first corporate communication

Objectives
(i) Establishing Asian Paints as the leader in the paint category
(ii) Presenting it as a manufacturer of premium paints
(iii) Establishing high salience for Asian Paints in what was inherently a low interest
category
1997-99 Changing rules of the game

There was a revamp of various Management processes through a re-structuring


exercise

This helped in bringing more focus to the corporate brand and aided the process of
innovation in products and services

A series of initiatives launched bringing the brand more closer to the user

The initiatives included:


1. Launch of an Asian Paints Helpline, a service to fulfill the information needs of
any person planning to paint
2. Launch of retail shops offering a series of decision making tools and shade
options along with a communication campaign to create the excitement
3. Investing in technology to improve supply chain efficiencies and giving a
platform to enter into some CRM initiatives.

Moving Closer

Consumer research showed Paints are seen to rejuvenate and brighten up a gloomy

place, and give a room a

more spacious look. Painting signifies festivity, life and

plenitude

Celebrate with Asian Paints - thus evolved.

It ventured to help people think of the joy that follows painting rather than the tedium
of the process.

It established Asian Paints as a paint for all surfaces, a paint that delivers lasting
beauty through its durability and good quality

It also created advertising that related to specific festive occasions in each part of the
country delivering regional empathy

Asian Paints associated with festive events across the country


By the end of this period, the brand Asian Paints achieved very high salience as

well as a highly favorable disposition

Above , there was a warmth which people felt for Asian Paints

Established Asian Paints top of mind with a huge competitive edge.

During this phase the process of product innovation continued

Two launches one in rural and the other in Exteriors gave a fillip to the overall
image of the brand

A series of brand building efforts were undertaken in lower market share


geographies

A lot of excitement was created by investing into communication for other brands

International Operations
Asian Paints operates in 22 countries across the world. It has manufacturing facilities in
each of these countries and is the largest paint company in ten overseas markets. Asian
Paints operates in five regions across the world viz. South Asia, South East Asia, South
Pacific, Middle East and Caribbean region through the five corporate brands viz. Asian
Paints, Berger International, SCIB Paints, Apco Coatings and Taubmans. In ten markets,
it operates through its subsidiary, Berger International Limited; in Egypt through SCIB
Paints; in five markets in the South Pacific it operates through Apco Coatings and in Fiji
and Samoa it also operates through Taubmans.
The countries that Asian Paints has presence are as follows:
South Asia

: Bangladesh, Nepal, and Sri Lanka

South East Asia

: China, Malaysia, Myanmar, Singapore and Thailand

Caribbean Islands

: Barbados, Jamaica, Trinidad and Tobago

Middle East

: Bahrain, Egypt, Oman and United Arab Emirates

South Pacific

: Australia, Fiji, Solomon Islands, Samoa Islands, Tonga

Advertising of Asian Paints


Advertising Objective
Position Asian Paints Colour World as the one stop paint shop with all the colours one
could want. The advertising should create enough interest in potential consumers to
ensure that they come to the Asian Paints Colour World outlet or at least call the Asian
Paints helpline.
The Asian Paints Advertising Strategy
As can be seen from the Creative Brief, the ad is strategic in nature, being a part of the
Asian Paints campaign promoting Asian Paints as the brand with the largest range of
colours and one that will satisfy the consumer and is able to give him precisely what he
wants. The advertising through the campaign is single-minded and focused in its
proposition, communication and target audience. The campaign included TVCs and other
print advertisements as part of the same communication.
At the time, Asian Paints had 13 brands with over 1,100 shades, targeting different
niches. They were beginning to realize that though some brands like Apex emulsions,
Royale interior emulsion, Apcolite and Touch Wood had high recall; none except Tractor
distemper were almost generic. Therefore, they decided to promote the corporate image
and the various brands under their umbrella brand Asian Paints through their
communication, pushing the generic Asian Paints brand instead of pumping in investment
on individual brands. This leveraged on the advantage that Asian Paints was the one
company in this low-involvement segment where people actually asked for the paint by
brand, breaking away from the earlier tradition where consumers were not known to be
very brand-conscious in this low-involvement segment and, more often than not, relied
on what the painter bought for them within the budget allocated, being more specific
about the colour than its source.

Critical Appreciation of Asian Paints Ads


Layout and style
Asian Paints makes excellent use of layout and colours, including camera techniques
(focus and aperture in the image) that ensure that the viewers eye moves just as desired
from image to headline to the sub-headline and finally to the body copy. AP makes good
use of space to do justice to all the elements of the ad in order that it not look cluttered or
messy and promotes recall by reaching out in a way that makes one smile.
Ad objective
The advertisements of Asian Paints successfully incorporates the objective of reaching
out and touching the consumer by the use of the insight of how persons in the phase of
searching for the right shade of interior paint are prone to bringing samples to show their
painter visually exactly what they cant otherwise express verbally.
Headline
The use of Hindu as a language in the headline and sub-headline of the Asian Paints ads,
even though the ad in question is published in the Readers Digest (March 2000 issue)
Indian edition, is judicious in that a large majority of the readers would not only
understand the language but perhaps even find it more appealing, even as it goes with the
corporate image of the Indian-ness of the brand, right down to Gattu, the mascot.
Media channel
Asian Paints is very strategic and selects media channels keeping in mind the target
audience. The use of the particular media channel of Readers Digest also reaches out to
the target consumers in terms of their potential as possible converts from low
involvement purchasers. The ad itself shows the image of a man who the readers would
find it easy to identify with. (Note 57% of readers of the publication are between the
ages of 35-54)

The time of publication of the advertisement (March 2000) also coincides with the
purchase occasions of the product. Demand for paints is seasonal in nature - low during
monsoon, high during festivals. The growth in the construction activity leads to first-time
demand for the new structures coming up. The re-painting, or replacement, demand arises
usually during festivals, when people paint their homes. The ads are published at the time
of various festivals for eg. Once AP published their advertisement just before the Holi,
which incidentally, is also a festival of colours.

Key Consumer Benefits of Advertisements


Proposition
The outlet allows the consumer to get just the right shade
Support
Asian Paints has the largest range of colours in the market (e.g. Over 127 shades of green,
206 shades of blue, 118 shades of yellow and many others) and the outlet allows the
consumer to choose any among a vast range of colours with the help of a computer.
Tone and Manner
The tone of the advertising should be educative yet appealing. It should touch a chord in
the readers heart so that he identifies with the communication and sees it as speaking
directly to him.
Other Considerations
Use the colours, logo and symbol of Asian Paints and Colour World, which are a
pneumonic essential to all brand communication.
Asian Paints keeps in mind that the advertisement should be in line with the overall
communication strategy of the brand and primarily should support the proposition
advertised in the television commercials.
During primary research it is seen that persons during the phase of getting their house
painted look for just the right shade and are prone to collecting samples to visually show
their painter exactly what they had in mind and could not always express verbally. This
insight is incorporated in advertising of Asian Paints.

''Cutting'' ad - 'Har ghar kuchh kehta hai'


By: Ashishpruthi | Sep 14, 2005 03:55 PM
Member's Rating of this Product:
Member's Recommendation of this Product:

Yes

Jingle:
This advertisement is one of the examples of brilliant execution, communicating the
brand message through kids without the use of any professional models/adults in the ad.
The colours speak for themselves, is a well chosen theme for one of the well executed ad
on TV. It shows children (a boy and a girl) doing all kinds of mischiefs cutting papers,
clothes, etc. and pasting on walls painted with different colours. Another good ad by
Asian Paints after the whopping success of the Sunil Babu campaign and still
reinforcing on the umbrella brand punchline Har ghar kuchh kehta hai. The entire
feelings and emotions connected to colours which actually correlates different moods
with corresponding colours. Overall, an excellent concept which reinforces the punchline
and clearly communicates the brand message using a emotional platform. Would not be
called Pester power though considering the fact that the kids are not the decision makers
in the category, the ad communicates a message to the parents through the kids.

Awards

Awarded the Sword of Honor 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 among the 200 'Best Small
Companies of the world' in 2002 and 2003 and among the top 200 'Under a Billion
Firms' of Asia in 2005.

Received the Ernst & Young Entrepreneur of the Year Manufacturing award in
2003.

Asia money - one of Asia's leading financial magazine ranked Asian Paints as the
Best Small Company in India for 2002 (Small company implies companies with
market capitalization of below USD 500 million).

Environment, Health and Safety Policy of Asian Paints


We shall focus on resource optimisation and waste minimisation. We believe that these
measures will help in sustainable development. We are committed to Continual
Improvement in the area of EHS. We will give priority and attention to health & safety of
employees. We will impart training to all employees to institutionalize EHS values
throughout the company. We will encourage sharing of information & communication of
our EHS management system with the stakeholders. We will educate customers and the
public on safe use of our products.
"Water is precious. Every drop counts. Fresh water is a limited and scarce resource thats
often taken for granted. Ever imagined a time in the future when there wont be water for
even drinking, leave alone wasting? That time is nearer than you think. And more than
anything else, our mindless wastage of water is prime reason. Today we are on the brink
of water scarcity. We, at Asian Paints, understand this and its our endeavour to create
awareness on this alarming issue.
So Save Water today. Water will save you tomorrow.
Asian Paints main effort is to help conserve water. Asian Paints has built a Total Water
Management (TWM) Centre, at its Bhandup manufacturing facility, which is a first of its
kind in the entire country. The TWM centre showcases live working models on water
conservation and rainwater harvesting. Asian Paints provides expertise to citizens free of
charge to implement Rainwater harvesting and total water management concepts.
The water management schemes could be designed in phases, so investments are not
significant. Also a payback period can be determined for investments.
So if you are interested in implementing rain-water harvesting and total water
management solutions in your society, institution on your organization, do let us know.

We would be glad to prove you all expertise at no cost. You can also visit the TWM
centre to understand the various concepts of total water management.
Conclusion
Asian Paints is the undisputed leader in the paints industry. There have not always been
good times for the industry, but the company has done well to retain its top position. It
has been ruling the decorative paints market for over 40 years and till date has been
successful in catering its consumers in this segment.
The main aim of Asian Paints is to stick to the core values of the company, ensuring
product quality and improving on the same. It constantly emphasizes on the innovation of
products and services in anticipation of MNC entry. Asian Paints has always been
introducing high technology products in line with the desired Brand Personality and
continuously investing in advertising so as to keep pace with times.
Asian Paints has attained excellence in the execution of various initiatives and there has
been a shift towards the ultimate consumer with a range of services. This brand has
always kept in mind that shifting the brand to a higher moral ground ensures connect with
the customer at the emotional level.
The company has also been strengthening its already extensive network with over 15,000
dealers spread over all its market. This is the fast growth segment where Asian Paints is
the market leader in this segment. Asian Paints has a presence in the form of Asian PPG,
a joint venture with PPG, a world leader in industrial paints.
The future for Asian Paints is certainly bright. In terms of earnings, the performance over
the third and fourth quarters of 2002 and later has been better than before. The Company
is not likely to face any major problems in the near term.

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