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Asian Paints is Indias largest paint company and Asias third largest paint company, with a turnover of INR 54.63 billion. The group 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. Besides Asian Paints, the group operates around the world through its subsidiaries Berger International Limited, Apco Coatings, SCIB Paints and Taubmans.
Vision
Asian Paints aims to become one of the top 5 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.
OBJECTIVE
1. TO BE THE LARGEST DECORATIVE
PAINT CORPORATION WORLDWIDE 2. IT AIMS TO BE THE 5TH LARGEST PAINT MANUFACTURING COMPANY WORLDWIDE 3. TO PROVIDE BUSINESS STRATEGY FOR ASIAN PAINTS. 4. TO COMPARE THE SAME WITH OTHER COMPETITORS FOR INDIA CENTRIC BUSINESS.
ORGANIZATION STRUCTURE
CURRENT PROGRESS
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 manufacturer 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 segment which is one of the fastest growing segments in the industrial coatings market.
Financial Analysis
NET SALES
MARKET CAPITALISATION
DIVIDEND
DEBT-EQUITY RATIO
Supply Chain
Asian Paints has harnessed the powers of state-of-the-art supply chain system using cutting edge technology to integrate all its plants, regional distribution centers, outside processing centers and branches in India. All the company's paints plants in India, two chemical plants, 18 processing centers, 350 raw material and intermediate goods suppliers, 140 packing material vendors, 6 regional distribution centers, 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
Human Resources
Asian Paints believes that people are its strongest assets A company can go only as high as its people aim.
It is people who innovate and invent, and who engineer the efficiencies It is people who drive growth and lead to greater heights.
At Asian Paints, human resources systems are designed to create a focused, performance oriented and agile company. A talent pool of over 4700 employees employed across 23 countries bring in a unique blend of mindsets and skills.
Human Resources
Hunt for talent
Employ people who are best suited to the job and whose
personal goals are in alignment with our corporate purpose.
Human Resources
An open and interactive work culture brings out the best in the 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 restrengthen competencies from within the organization.
Human Resources
BUYERS 1. Decorative: Fragmented Market. LOW POWER 2. Industrial: Low switching costs. Corporate have HIGH POWER
Existing Rivals
1. Berger 2. GN 3. ICI 4. JNPL
Suppliers
1.Tio2 Imported, 2.Few suppliers, 3.Availability of Substitutes of RM Low HIGH BARGAINING POWER
GNPL
Provide paint shop management services to sell solutions rather than product
BPIL
Increase focus on southern markets in India
ICI
Increase capacities to strengthen presence in fast growing architectural segments
JNIL
Leverage on JV for growth in Industrial segments
SPIL
Consolidate position in architectural paints
SNIL
Consolidate position in Repainting exterior paint market
DISCOVER
DEVELOP
Build new competency to Create the Future
MARKET OPPORTUNITIES
DEFEND EXISTING
Defend existing market by strengthening existing competencies
DEEPEN
Build Complementary/new competency to fortify position in Existing Market
Distinctive Competencies
EXISTING
NEW
`DISCOVER:
This forms the basis of fast growth. AP has identified opportunities abroad in developing countries similar to India. To enter into these countries they adopted the process of acquisition.
DEVELOP:
Paint industry is primarily a product-oriented industry up till now. Huge potential exists in the service side also. Introduction of color-world, providing service in painting and interior decoration etc are steps taken to acquire the whole chain and becoming full service provider. Need to Ensure value-adding services are possible. These can be integrated to provide an umbrella service. Constant reminders to the customers to repaint, or upgrade.
DEFEND:
Consists of rural and the urban market in which AP is playing. They are a target to many global companies, which are playing in Indian market via Indian arm of their operations like ICI has Berger, Kansai has JN
DEEPEN:
Industrial segment of Indian paint industry where AP has a weak presence. It has a presence in automotive segment but ranks a poor second. It needs to form alliances with foreign players to enter into this segment. It can also look for tie-ups with the company, which have tie-ups with those companies whose daughter arm is operating in India, to lock the account. Its move of taking over Haucoplast is one step in this direction. Their tieup with PPG has given them a good presence in automotive segment, capturing clients like Santro, GM, Ford etc
mind space.
Intermediaries have influencing power on the purchase decisions in the urban areas. For this, there is a three pronged strategy for
increasing demand 1. Use these intermediaries for initiating demand:
Creating a service arm that can cater to a large market Creation of a well-qualified service arm which is capable of providing value-added services.
By increasing the power of the end-consumer. Establishing a strong brand name for its brands.
2.
INTERNATIONAL PRESENCE
Today the Asian Paints group operates in 21 countries across the world. It has manufacturing facilities in each of these countries and is the largest paint company in eleven countries. The group 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.
International Operations
Caribbean Islands Barbados, Jamaica, Trinidad & Tobago
Overseas plants
Berger International Plants Barbados