INTRODUCTION

Marico is a leading Indian Group in Consumer Products & Services in the Global Beauty and Wellness space. Marico's Products and Services in Hair care, Skin Care and Healthy Foods generated a Turnover of about Rs. 23.9 billion (about USD 478 Million) during 2008-09. Marico markets well-known brands such as Parachute, Saffola, Sweekar, Hair & Care, Nihar, Shanti, Mediker, Revive, Manjal, Kaya, Aromatic, Fiancée, Hair Code, Caivil, Code 10 and Black Chic. Marico's brands and their extensions occupy leadership positions with significant market shares in most categories- Coconut Oil, Hair Oils, Post wash hair care, Anti-lice Treatment, Premium Refined Edible Oils, niche Fabric Care etc. Marico is present in the Skin Care Solutions segment through Kaya Skin Clinics (101 in India, Middle East and Bangladesh) and its soap franchise.

Marico's branded products are present in Bangladesh, other SAARC countries, the Middle East, Egypt, Malaysia and South Africa. The Overseas Sales franchise of Marico's Consumer Products (whether as exports from India or as local operations in a foreign country) is one of the largest amongst Indian Companies and is entirely in branded products and services.

HISTORY
 The company was originally a join venture between a Lever group company and Nissin of Japan, and its products were distributed through HLL's channels.  In 1988 The Company was incorporated on 13th October, under the name of Marico Foods Ltd. It obtained the Certificate of commencement of business on 22nd November.  In 1989 The name of the Company was changed to Marico Industries Limited w.e.f. 31st October.  In December, the Company entered into an agreement with M/s. Rasoi Industries Limited for purchase of its unit located at M.I.D.C Industrial Estate, Jalgaon.  Saffola won the Most Outstanding `Brand of the Year' Award instituted by the Advertising Club of Mumbai in 1993.  In March 1996, the Company made a fresh issue of 10,00,000 equity shares of Rs.10/- each, at a premium of Rs.165/- per share, simultaneously with an offer for sale by the promoters of 26,25,000 equity shares of Rs.10/- each, at a premium of Rs.165/- per share.  In 2002 Marico Industries Ltd has informed BSE that the Board approved the Issue of bonus redeemable preference shares of aggregate face value of Rs 290 million. Ratio -- 1:1 on equity enhanced after bonus issue of equity shares made by the Board on April 18, 2002 and approved by shareholders on July 18, 2002. The rate of dividend is 8% p.a.Increase in authorised share capital of the Company from Rs 300 million to Rs 600 million.  Marico acquires HLL`s Nihar for Rs 216 cr in 2006

 In 2007 Marico Ltd has appointed Mr. Anand Kripalu as an Additional NonExecutive Director on the Board of Directors of the Company.

PRODUCTS

Saffola

Hot Oil

Hair & Care Amla

Nihar

Shanti Badam

Mediker

Caivil

VISSION AND MISSION

'COME WIN' ---- their vision and mission is captured in this acronym, which
when bifurcated means the following: -

Consumers: For they are the reason we exist.
The primary focus of our efforts will be to not only understand what adds greatest value to the consumer but also change and reinvent ourselves if need be. We will

builds commitment and ownership. We will do so by continuously adding value in everything we do through a variety of methods. It also gives each member a role in articulating and shaping the destiny of the organization.translate the consumer's needs and desires into marketable products and an everexpanding base of loyal consumers. We will focus on policies and practices where people produce consistently superior performances and where people are encouraged to discover their untapped potential. with speed and a quality of response that surpasses the competition. think in uncommon ways and take calculated risks. Innovation: For it gives wings to ideas. Continuous improvement should be a part of everyday work. The future of our organization rests on our willingness to experiment. We acknowledge that failure is inherent in any new initiative. Excellence: For it unleashes our potential. Wholesome membership is when a person brings his/her entire being into the organization. We will use sources productively. We will commit resources for experimentation and invest in processes for reviewing and sharing of learning. which in turn. All our efforts must culminate in the creation of wealth. Membership: For a sense of ownership empowers us . reduce cycle times and costs and enhance the consumer base. push in new and untested directions. eliminate waste. Marico's Goals and objectives (which they wish to achieve by 2010) . Wealth: For on it hinges our growth.

.We commit ourselves to improving the quality of people's lives in several parts of the world. through branded fast moving consumer products and services. SWOT ANALYSIS Before going to the Marico Company’s SWOT Analysis we must understand which things are included in the SWOT analysis.

.SWOT Analysis of Marico Ltd.

Various Environmental Analysis .

either by means of lower prices or by providing greater benefits and service that justifies higher prices. What becomes. Therefore. then. Competitive Advantage Profile: A Case of MARICO . Concept of Competitive Advantage "Competitive advantage exists when there is a match between the distinctive competencies of a firm and the factors critical for success within its industry that permits the firm to outperform competitors. failing therein and divesting such business. 2. important for the organization is to have relatively greater strength in that important factor than its competitor. The core competence of the organisation may not be of any importance to the industry in which the organisation is operating. and so on. two competitors may enjoy low manufacturing costs. Even if core competence has relevance in the industry segment. but one with the lower manufacturing costs has a competitive advantage." It concludes. There are numerous examples of this phenomenon. This phenomenon can be explained by two situations: 1. For example. that competitive advantage is externally focused while organisational competence is internally focused. an organisation's competence does not automatically lead to competitive advantage. organisations diversifying into non-core competence areas.Strategic Advantage Profile (SAP) Introduction A competitive advantage is an advantage over competitors gained by offering consumers greater value. having core competence in packaging materials. other competitors may have the same strength and the particular organization may not have any competitive advantage. Metal Box. then. diversified into bearing and had to divest it.

and matching with marketing requirements.  CAGR of 13% in turnover.  In house production – no outsourcing – high reliability suppliers – superior quality assurance. scheduling.6 billion (about USD 380 Million) during 2008-09. are competing in the market with a view to capture it.  Renowned Brands like Parachute. Production Factors  Size advantages in relation to competitors.over last 5 years .Marketing Factors  India’s fast moving consumer goods (FMCG) sector is the fourth largest sector in the economy of India with a total market size in excess of US$ 13.  Finesse in production planning. Finance Factors  A Turnover of about Rs.  Physical distribution for superior to competitors.  Many giant players.  Marico and especially for having efficient distribution channel. Saffola.1 billion. Satisfaction Level of Retailers on Various Products as well as other micro Parameter's plays a vital role indentifying the flaws and merits of Marico. 15% in profits .  Marico Company a leading Indian FMCG Company having excellent distribution channel and deep rural reach in India. both foreign as well as domestic.  Brands – quite powerful. and Kaya Skin Clinics.  India and foreign production location – spread benefit.13.  Cash rich.  Human resources high calibre.  Strong in inventory control (28 days).

Competitive Advantage Profile: A Case of MARICO (Descriptive Form) Capability Factors Finance Marketing Competitive Strengths & Weakness High cost capital. reserves & surplus Various Products. Domestic and Foreign market gainer Operation personnel P&M excellent – parts & components available Quality management & personnel par with competition .

but it can also include industry.ENVIRONMENT THREAT AND OPPORTUNITY PROFILE (ETOP) Environmental scanning usually refers just to the macro environment. new product development (product innovations) or the company's internal environment. marketing research (consumer analysis). Macro environmental scanning involves analysing:  Economy  Government  Legal  Technology  Potential Suppliers . competitor analysis.

amount of government activity political stability and risk government debt budget deficit or surplus corporate and personal tax rates payroll taxes import tariffs and quotas . Socio-cultural Economy            GDP per capita economic growth unemployment rate inflation rate consumer and investor confidence inventory levels currency exchange rates merchandise trade balance financial and political health of trading partners balance of payments future trends Government        political climate .

industrial productivity new manufacturing processes new products and services of competitors new products and services of supply chain partners any new technology that could impact the company cost and accessibility of electrical power       Potential suppliers  Labour supply o o quantity of labour available quality of labour available . hospitals. healthcare. including: roads. communication. education. etc. ports. airports.  export restrictions restrictions on international financial flows Legal        minimum wage laws environmental protection laws worker safety laws union laws Sunday closing laws municipal licenses laws that favour business investment Technology  Efficiency of infrastructure. rolling stock.

price. quality.o o o o o stability of labour supply wage expectations employee turn-over rate strikes and labour relations educational facilities  Material suppliers o o o o quality. quantity. and stability of material inputs delivery delays proximity of bulky or heavy material inputs level of competition among suppliers  Service providers o o quantity. price. and stability of service facilitators special requirements Socio-cultural  Demographic factors such as: o o o o o population size and distribution age distribution education levels income levels ethnic origins .

collectivism role of church and religion consumerism environmentalism importance of work. Multiplying the potential impact parameter by the likeliness of occurrence parameter gives a good indication of its importance to the firm. role of family. capitalism. pride of accomplishment  Cultural structures including: o o diet and nutrition housing conditions Scanning these macro environmental variables for threats and opportunities requires that each issue be rated on two dimensions. role of government. and rated on its likeliness of occurrence. free enterprise individualism. It must be rated on its potential impact on the company. ETOP MATRIX OF MARICO COMPANY .o religious affiliations  Attitudes towards: o o o o o o materialism.

Degree of importance Environmental factors High (3) Economic Inflation rate Economic growth Consumer and investor confidence Legal Minimum wage laws Budget deficit or surplus Environmental protection laws Technology Cost and accessibility of electrical power Industrial productivity 3 3 +3 3 1 +3 -3 2 1 3 1 -3 Medium (2) low (1) High ±3 Degree of impact Medium ±2 low ±1 - +1 - - -1 - +1 - - - - -2 - ORGANISATIONAL CAPABILITY PROFILE (OCP) .

strengths and weakness described in the form of narration. The values that are assigned to a factor are subjective depending on the perception and judgment of appraisal. the organization is in a position to assess its relative strengths and weaknesses vis-a. Such values may be on 5 point scale with 5 denoting the highest value and 1 denoting the lowest value of strengths and weaknesses.OCP is a summarized statement which provides overview of strengths and weakness in key results are as likely to affect future operation of the organisation.vis its competitors. all the factors appraised are assigned degree/values along a scale. After the preparation of OCP. Financial capability factors of MARICO Company  Cash management  Centralized payment  Decentralized collection  Low investor confidence Marketing capability factors of MARICO Company  Distribution channel  Wide variety of product  Low company image  Low promotion  Fixed price . In the quantitative presentation. Such an exercise may run into several pages depending upon the factors appraised. suitable action may be taken to overcome that. If there is any gap in any area. Where the information is presented in qualitative terms. However these narrations do not show the degree of strengths and weakness. Quantitative presentation of strengths and weaknesses solves this problem. Information in this profile may be presented in qualitative terms or quantitative terms.

Management of funds - 0 - 3 2 Marketing capability factors a. Usage of funds c. Source of funds and cost b. Product related b. Distribution related -1 -3 - - 5 1 .5) Financial capability factors (+ 5) a. Promotion related d.Operation capability factors of MARICO Company  Plant location as per raw materials availability  Absorb imported technology  R & D system is so good  MIS system of operation and control system Personnel capability factors of MARICO Company  Good personnel system  Good industrial relation with other company Summarized form of OCP OCP Weakness Normal (0) Strengths (. Price related c.

Quality and motivation of personnel - - 1 2 - 0 - 1 . R & D system - 0 - 2 3 5 Personnel capability factors a. Plant location b. Organisational and employee characteristics c. Industrial relations d.Operation capability factors a. Production system c. Personnel system b. Operation and control system d.

The preferred strategy is growth. . 1. The preferred strategy is retrenchment by divestiture. The preferred strategy is stability or modest growth. Dogs are low market share/low growth businesses. Stars are high market share/high growth businesses. 2. 3. Cash cows are high market share/low growth business.THE BOSTON CONSULTING GROUP’S GROWTH-SHARE MATRIX (BCG) BCG Matrix Include. The preferred strategies are growth for promising question marks and restructuring or divestiture for the other question marks. Question Marks are low market share/high growth businesses. 4.

However in may be self sustained in terms of cash flow when it is established and beginning to mature ultimately it becomes cash cow.BCG MATRIX OF MARICO STAR It is represented by a SBU or a product having high relative market share and high market growth rate. It suggested Expansion Strategy for STAR . It need capital over and above its cash flow to maintain it’s market share. because it cannot absorb further cash. on maturity. it provides cash for growing stars. It cannot absorb further cash.

These product company given more advertisement.It requires additional investment to increase it’s competitive advantage or divestment. It is not attractive in long ran due to less market growth rate to meet the investment need of stars on question marks.G SAFFOLA (EDIBLE OIL). In the market SAFFOLA OIL competitor is so much like as FORCHUN OIL .E low market share in a growing market. It requires large cash due to market growth.E. Because these product not more popular in the market. DARA OLI etc. E. KAYA SKIN CARE AND PERACHUTS COCONUT OIL IN MARICO AND IN THE INDUSTRY HLL AND GODREJ COMES IN THIS CATEGORIES. It may be a SBU/Product in maturity life cycle stage.G. over heads and growth strategy is suggested. CASH COW It represent by a SBU/Product having high relative market share and low market growth rate. These product is in STAR but there cash flow will be less it will be become cash cow because there use full all over the world. QUESTION MARK It represented by a SBU /Product having low relative market share and high market growth rate I. but generates less cash due to low market share. E. SILK N SHINE AND IN THE ABOVE EXAMPLE ITC COMES. It generates substantial cash over and above it’s investment requirement. SAFFOLA (FUNCTIONAL OIL) AND IN THE WHOLE INDUSTRY DABUR COMES IN IT. So company given more cash to these product.G NIHAR. . These product market share is high but there market growth rate is low because there competitor is so much in market.

poor quality . It may be in the declining stage of its life cycle. . Government policy may retain a dog artificially. This product competitor is NAVRAT COLL DABAR Etc.It also has low growth potential due to low market growth rate. It has very low competitive position due to high costs.G MAHA THANDA AND IN THIS EXAMPLE MARICO COMES These product in market so very people know and there marketing is so less to other product of company. So Retrenchment Strategy usually by divestment or liquidation is suggested. E. It does not generate enough cash even for its own continuity.DOG It represents a SBU/Product having low relative market share and low market growth rate.poor marketing etc.

Business Strength  Relative Market Share  Relative price. service  Knowledge of Customers & Markets  Financial Resources . Industry Attractiveness  Market Size and growth rate  Industry profitability  Seasonality  Political Factors  Capital requirements etc.GE NINE-CELL MATRIX McKINSEY & Co This matrix follows two dimensions.

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HIGH MEDIUM LOW HIGH 1 3 5 AVERAGE 2 4 8 WEAK 6 7 9 Cell 1: .

So it suggested growth strategy by building up of business strength. Here growth Strategy suggested. only company change name. So that here.G: Like as parachute is more attractiveness but now there competitors are so much but there attractiveness is same as earlier.It has high business strength and strong Industry attractiveness.G: Like as SAFFOLA (OIL) there both are average but in the market there are many products is strong to compare to SAFFOLA. Cells 5: . But if it does not happen it is dangerous. Cell 4: It has business strength is average and attractiveness is medium. E.G: Like as Parachute Advanced Oil attractiveness is high but there competition of this product strength is average because in the market parachute Oil is sold. E. The product attractiveness is so much but here product strength is average. It is suggested the growth strategy. It say Suggested Stability Strategy. Cells 3: It has High Business Strength and attractiveness is medium. E. It will be hold and continue to earn. Cells 2: It shows average business strength and high industry attractiveness.G: Like as NIHAR and SILK N SHINE strength is high but there attractiveness is medium because their competitors is so much in these product. In long run other players may be attracted and Industry attractiveness reduces. E.

. Otherwise. Cells 9: It is least attractive and weak.It has high business strength and Low attractiveness of Industry can grow by neither vertical integration nor diversification where its strength can be utilized. it should be continued to harvest profit. Cells 7 & 8: In the res zone suggest harvestmen or turnaround strategy . It suggested stability and growth for business strength. Cells 6: It has high attractiveness of industry but low business strength. so immediate is suggested. It may continue to earn in attractive industry or improve its strength and grow or if it is not possible its divest.

5 Million outlets in India and overseas. Every month. Mediker. Nihar. Hair Oils.Hair & Care. niche Fabric Care etc. . Anti-lice Treatment.Coconut Oil. over 70 Million consumer packs from Marico reach approximately 130 Million consumers in about 23 Million households. Revive. through a widespread distribution network of more than 2. Saffola. Sweekar. Marico's Consumer Products Business houses well-known brands such as Parachute. Marico has been continually improvising and building new brands. Manjal. Post wash hair care. Shanti.STRATEGIC BUSINESS UNIT Marico’s Strategic Business Unit Consumer Products Business: Over the past 17 years. Premium Refined Edible Oils. among others. which occupy leadership positions with significant market shares in most categories.

the International Business group is actively involved in creating opportunities for future growth and has enabled our brands to be present in many other markets across the globe. South Africa. Middle East and Africa and has manufacturing facilities in Egypt. Kaya: Kaya Ltd (erstwhile Kaya Skin Care Ltd. The International Business group has witnessed phenomenal growth over the years and contributes to 25% of Marico’s turnover.) was an entrepreneurial leap of faith marking Marico's entry into skin care solutions business. instead of merely logical product extensions. straight into skin care services. .International Business Group: The International Business Group of Marico operates in more than 20 countries spread across Asia. In addition. It was a true reflection of uncommon sense for a company in hair care products to move. The company has full fledged operations in Egypt. It attempted to leverage Marico's strengths in the Personal Care business and in-depth understanding of the needs of the Indian consumer and her/his desire to enhance her/his natural beauty with the best cosmetic dermatology procedures available internationally. South Africa & Bangladesh. Middle East and Bangladesh.

is to offer personalized. Kaya Skin Clinics has grown at an unprecedented pace. always. Kaya Services Kaya has a host of services that will help you attain.Kaya Ltd. The pioneering effort has been in the area of skin care with Kaya Skin Clinic. zen like ambience. Middle East and Bangladesh. under the reassuring care of dermatologists and experienced skin practitioners. state-ofthe-art clinic. Since its first prototype in Bandra in 2002. to aid you to easily look your best. world class treatments and services that have been tailor made to suit Indian skin. in a zen like. with over 100 clinics in India. Over the last 7 years Kaya Skin Clinic has refined the standards and professionalisms of the skin care industry through innovative. regain. therefore. The emphasis. Skin Beauty Services:  Skin polishing and brightening  Kaya Glow  Kaya Back shine  Meso Glow  Skin Lightening Peel  Kaya Advanced Facial  Kaya Express Glow . All this is offered in serene. most suited for Indian skin. Kaya Skin Clinic The philosophy at Kaya is governed by the single value of placing the customer first at all times. world-class skincare treatments and services. has been focused on meeting the emerging needs of the modern day consumers by providing useful and effective services in the beauty and wellness space. preserve and protect the intrinsic beauty of your skin.

utility features as competitors’ products and services.e.  High level of standardization of products and uniform services packages. Because of its core competence in engineering.When there is price elasticity of demand i. Company substitute products and services. distribution etc. Cost Leadership Business Level Strategy In company attains there competitive advantages & Increased their market share by offering products and services.  Accurate demand forecasting. Cost leadership is achieved by Marico Company  Early entry in business.BUSINESS LEVEL STRATEGIES 1.  High capacity utilization. Company offering product and services having the same utility. positive co-relation between price reduction and demand. manufacturing. . design. but the price lower than their competitors.

If company not use these strategy for there product company not sell there product in market because company’s so many competitors.  Buyers are price sensitive and low price attracts more buyers. .  Buyers are many and have bargaining power for price reduction  There are very few ways of differentiation and it is not important to customers. Company has so many products so that company use these strategy for there product market share increase in market.  There is less effect because powerful suppliers bargain for high price so that such price rise to better absorbed in low cost structure.  It serves as entry barrier to new company which can not produce at lower price. So many products growth is so much as compare to there anther products. Aiming at average customer by giving generalized set of utilities & thereby attracting more customers.  Conditions For Cost Leadership Being Successful Are As  Price based competition is so severe that cost becomes an important factor. Advantages of Cost Leadership Are As Following:  In company it protection against competition if a company make lower structure of products.

weight. vastly. utility and convenience for customers to match their tastes and preferences. Company see the which customers are ready & willing to pay premium price which can compensate additional cost of differentiation. Differentiation Business Level Strategy Company make such product/services is differentiating from there competitors. better.e.2. Company Make Differentiation at These Point  By enhancing the quality i. offering stronger.  By enhancing versatility.e. . materials. bigger.  By changing size. safety. Accessories of products i. improved products. from of products. Which are not offered by competitors.

and alternative technologies singly or jointly – in order to improve its overall performance. modern. expertise and performance of channels. GROWTH STRATEGY Growth is a way of life. design. This strategy is followed when an organization aims at higher growth by broadening its one or more of its business in terms of their respective customer groups. by symbols. technology. by new packaging etc. . by media. By style improvement by increasing aesthetic appeal. unique location etc. by atmosphere.  By better durability.  Company make product for Skin is KAYA Skin Care these is so much differentiation to other.  By offering complete range of products /services etc. customers functions.  By lower operational cost of using the products/services. collaboration with valued partner. raw materials. reliability. Almost all organizations plan to expand.  By coverage. Company make for night crème is PARACHUTE NIGHT REPAIR CREME.e.  By improving the quality of inputs i. process of manufacturing.

There are five types of expansion (Growth) strategies ♦ Expansion through concentration ♦ Expansion through integration ♦ Expansion through diversification ♦ Expansion through cooperation Growth through Acquisitions .

The company acquired a number of brands such as Aromatic soap in Bangladesh.Marico has acquired five companies in the last 18 months to expand its product lines and business. VALUE CHAIN ANALYSIS OF MARICO . Manjal toilet soap and Nihar hair oil in India. The Ready Group's Fiancée hair care brand has captured 20 per cent of the Egyptian market. and Fiancée hair care brand in Egypt. Marico is leveraging the popularity of the Fiancée brand to expand its business in Egypt and other parts of the Arab world.

The costs and value drivers are identified for each value activity. The "primary activities" include: inbound logistics.Concept A value chain is a chain of activities for a firm operating in a specific industry. and procurement. . not the divisional level or corporate level. human resource management. and services (maintenance). marketing and sales (demand). The chain of activities gives the products more added value than the sum of added values of all activities. Activities The value chain categorizes the generic value-adding activities of an organization. Products pass through all activities of the chain in order. technology (R&D). operations (production). It is important not to mix the concept of the value chain with the costs occurring throughout the activities. The business unit is the appropriate level for construction of a value chain. and at each activity the product gains some value. . The "support activities" include: administrative infrastructure management.

Support activities Administrative Infrastructure Management Human Resource Management Technology (R&D) Profit margin Inbound logistics Operation Outbound logistics marketing & sales Procurement Profit Margin services Primary activities .

 MARICO are known for their reliability which comes from efficient operations. This area can be split into more departments in certain companies. storing these externally sourced materials.  They are stored until they are needed on the production/assembly line.  MARICO purchase their raw material from all around the world. retailers or the final consumer. and handling them within the firm. Outbound logistics These are all the activities concerned with distributing the final product and/or service to the customers.Primary activities of MARICO Inbound logistics These are the activities concerned with receiving the materials from suppliers.  In order to maximize their availability of raw material MARICO maintain good relationship with their suppliers. Goods are moved around the organization.  This is where goods are manufactured. the operations in case of a hotel would include reception.  The goods are now finished. Operations These are the activities related to the production of products and services. and they need to be sent along the supply chain to wholesalers. For example. For example. .  Here goods are received from a company's suppliers.  MARICO use JIT (Just in Time) approach for handling of raw material.  Operations could include organizing the parts to make final FMCG Product. room service etc. in case of a hotel this activity would entail the ways of bringing customers to the hotel.

 MARICO manage their Distributor and Super Distributor in different rural and urban area.  MARICO given TV ads and magazine for a marketing. to attract customers to their products. . Marketing and sales This functional area essentially analyses the needs and wants of customers and is responsible for creating awareness among the target audience of the company about the firm’s products and services. Companies make use of marketing communications tools like advertising. sales promotions etc.  MARICO make their product easily assessable.  This area focuses strongly upon marketing communications and the promotions mix.

MARICO’s Supply Chain Service There is often a need to provide services like pre-installation or after sales service before or after the sale of the product or service. .

Human Resource Management This is a function concerned with recruiting. Human resources are increasingly becoming an important way of attaining sustainable competitive advantage. which expends its energies. the focus from the consumer never shifts.. This includes all areas of service such as final checking.  The aims to secure the lowest possible price for purchases of the highest possible quality. quantity.  MARICO will be responsible for outsourcing and e-Purchasing (using IT and web-based technologies to achieve procurement aims). services and materials. An efficient procurement department should be able to obtain the highest quality goods at the lowest prices. motivating and rewarding the workforce of the company. training and development. Support activities of MARICO Procurement This function is responsible for purchasing the materials that are necessary for the company’s operations. and rewards and remuneration. MARICO consider their employees as HUMAN CAPITAL.talent organisation. packaging. Equal support comes from our HRD team. after-sales service Like quality. The innovations and the quest for excellence at Marico continue unabated. . weight etc. formulating and building strategies to build a stable and high .  MARICO values their customers.  This function is responsible for all purchasing of goods. training. Even as the success stories continue. MARICO manage recruitment and selection. Employees are an expensive and vital resource.

and corporate strategy etc. training and knowledge that is crucial for most companies today in order to survive.  MARICO implemented production technology.Toyota motors uses following techniques to retain their employs      Recruitment Selection Training and development Compensation Maintenance Technology Development This is an area that is concerned with technological innovation. and many other technological developments. Internet marketing activities. accounting.  This activity includes and is driven by corporate or strategic planning. Customer Relationship Management (CRM). MARICO implemented Management Information System (MIS) and other mechanisms for planning and control in different departments. such as finance. . lean manufacturing. Firm Infrastructure This includes planning and control systems.  Technology is an important source of competitive advantage.  Companies need to innovate to reduce costs and to protect and sustain competitive advantage.

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