Presentation Path

OBJECTIVE
To Provide the business strategy for Asian paints To compare the same with other competitors for India centric business.

OVERVIEW: ASIAN PAINTS

BRAND LEADERSHIP MODEL:ASIAN PAINTS
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

India's largest paint company One of the top ten decorative coatings companies in the world. Started by four entrepreneurs, Champaklal Choksey, Chimanlal Choksi, Suryakant Dani and Arvind Vakil Turnover: INR 0.35 million(1945) to 54.3 million(2009)

e) 1997-1999: Changing rules of the game

f) 1999- 2007: The new Asian Paints

PM Murthy( MD & CEO)

Industry Analysis: Porters 5 force Model

Substitutes
1.White cement 2.White wash 3. Brick & stone Structure

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

Threat Of New Entrant

1.Growth rate much higher than global so global player may be interested 2. Huge potential to increase per capita consumption. Thus Latent need exists. 3. Companies can erode into APILs industrial market by forming JVs.

Market Share
Company APIL GNPL Berger Paints ICI Jenson & Nicholson Others Industrial Market 14.50% 42.50% 14.20% 7.80% 8.10% 12.90% Decorative Market 37.50% 10% 11.20% 7.80% 5.50% 38%

Identification Of Focus Area of Competitor

APIL
Focus on decorative Paints and complete vacant slots in product range Gain Market share in auto OEM through JV

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

Entry of Global Players in Paint Industry: Recent JV agreements

Company Asian Paints Collaborator Nippon Paints PPG Industries Sigma Coatings Purpose Pre treatment chemicals, Coil & Powder coating Automotive paints

Berger J&N Rajdoot Shalimar ICI India

BASF

High performance coating

Can coating

GNP

Kansai Paints Nihon Tokushu Herberts Valspar Corp. Teodur Tikkurila Herberts Chugoku Becker Salphi W.R.Grace ICI

Auto & Industrial coating Auto coating Auto coating Heavy duty coating Powder coating Decoratives Auto refinish Marine Coil coating Marine coating Can Coating & metal packaging Auto refinish

Overall Corporate Strategy: Asian Paints

DISCOVER NEW
Exploit new markets by creating products /services by leveraging existing competencies differently

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

EXISTING

Distinctive Competencies

NEW

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 tie-up with PPG has given them a good presence in automotive segment, capturing clients like Santro, GM, Ford etc

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.

Business Strategy: Asian Paints

AP has acquired short-term competitive advantages by using its distribution strength and logistical efficiency in order to raise the Cost of doing business for all its competitors to attain this advantage. The advantage is short-lived and ultimately imitable. Moreover, AP has established such an extensive network that getting incremental advantage would be very difficult. Futuristic approach should be gaining competitive advantage through channel control or occupying mind space.

Business Strategy: Urban Market

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Industry is characterized by the presence of intermediaries who have a very high influencing power on the purchase decisions of the consumer, especially in the urban areas. Asian Paints strategy for acquiring higher product demand could be three pronged. Use these intermediaries for initiating demand: The intermediaries (the painters, contractors, designers, decorators etc.) could be used as a marketing arm of the company. Occupy part of the intermediary space and try to sideline other intermediaries: Asian Paints should open a service arm, which would provide the services provided by the existing intermediaries in the market. Being present in different seditions of the value delivery system and having a strong brand equity in the Paints market would give AP the credibility to operate a strong service arm. The service based strategy of AP could have two different approaches The first approach would entail creating a service arm that can cater to a large market The second one would necessitate the creation of a well-qualified service arm which is capable of providing value-added services. AP can follow both these approaches and cater to different market segments. The value-addition services arm would cater to the premium end of the market who have a very high willingness to pay and the other bundling services arm would cater to the demands of the masses. AP could try to reduce the power of the intermediary by increasing the Pull for the product. The role of the influencer could be drastically reduced by increasing the power of the end-consumer. AP can achieve this by establishing a strong brand name for its brands.

Business Strategy: Rural Market

Rural segment not mature enough to appreciate service related offerings Strategy should be product related. Customer up gradation strategy should be adopted. It should be Implemented in two parts. The penetration of the rural segment have to be achieved by offering a basic product well tailored to match the low willingness to pay of the rural consumer. After basic penetration levels have been achieved the rural consumer can be offered a higher range of products with a view to up grading the consumers.

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Business Strategy: International Markets

For the newly Acquired Global Companise Utilization of the learning curve effect and the knowledge base from having functioned in a developing country would be the most crucial factor for growth. AP can hasten the process of market growth and maturity in these regions by leveraging on its experience and launching newer products at a faster rate.

THANK YOU