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Asian School of Management

Asian School of Management

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Published by abhasa

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Published by: abhasa on Feb 16, 2010
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09/29/2010

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ASIAN SCHOOL OF MANAGEMENT
STRATEGIC MANAGEMENTPROJECT REPORT ON NIRMA
 
WORD COUNT- 1500ACTUAL WORD COUNT- 1820
SECOND TRIMESTER 
 
SUBMITTED BYNAMITA SINGH
 
 
 
CONTENTS 
INTRODUCTION
VISSION MISSION AND PHILOSOPHY
COMPANY PROFILE
STRATEGY OF NIRMA
STRENGHTS OF NIRMA
ACHIEVEMENTS
CORPORATE SOCIAL RESPONSIBILITY
PHASES OF DEVELOPMENT
SIGNIFICANT PROBLEMS OF NIRMA
CAUSES OF FAILURE
APPENDIX
BIBLIOGRAPHY
 
 
INTRODUCTION
 The Indian fabric wash products market was a highly fragmented one. Therewas a sizeable unorganized sector. Of the 23 lakh-tonne market, laundry soapsand bars made from vegetable oils accounted for around seven lakh tonneswith synthetic detergents making up the rest. Detergent cakes accounted for 40% of the synthetic detergent used, while powder accounted for the rest.Washing powders were categorized into four segments - economy (selling atless than Rs.25 per kg), mid-priced (Rs.25 - Rs. 90 per kg), premium (Rs. 90 -Rs. 120 per kg) and compact (selling at over Rs. 120 per kg). The compact, premium and medium priced segments together accounted for 20% of thevolume share and 35% of the value share. The economy segment made up theremaining lion's share of the market. The fabric wash industry in India wascharacterized by low per capita consumption, especially in rural markets. Themajor players in the Indian detergent market were HLL, P&G, Nirma andHenkel (through its joint venture with SPIC, a leading petrochemical company based in the south Indian city of Chennai).
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