INTRODUCTION

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Asian Paints is India's largest and Asia's third largest paint company today, with a turnover of Rs 44.04 billion (around USD 1.1 billion). The company has an enviable reputation in the corporate world for professionalism, fast track growth and building shareholder equity. Asian Paints operates in 20 countries and has 28 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. The history of AP dates back to 1942. It was started by four entrepreneurs, Champaklal Choksey, Chimanlal Choksi, Suryakant Dani andArvind Vakil, as a partnership firm for manufacturing paints. Asian Paints hasthe largest range of colors 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 colors with the help of a computer. Asian Paints is the market leader in the highly fragmented and highly competitive Rs 7750 cr ore ($1.73 Bn) Indian paint Industry. The organized sector constitutes around Rs 5400crore ( $1.2 Bn). 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, Southeast 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, Singapore and Thailand Caribbean Islands : Barbados, Jamaica, Trinidad and Tobago Middle East : Bahrain, Egypt, Oman and United Arab Emirates South Pacific : Fiji, Solomon Islands, Samoa Islands, Tonga and Vanuatu

. technology and even services. sophistication. APIL¶s advertising evolve itself to remain continuously relevant to these customers APIL. as a market leader in decorative paint category. upgrade its customers to value-added/ superior-quality/ high-margin products As Asian Paints is already a leader in decorative paints market. Launching various new products into the market will also increase its market presence and penetration into the segments where itspresence was small.Advertising Strategy Suggestions and Recommendations for bringing any necessary changes in the Asian paints The customer today is much more involved with the process of painting and is looking at the whole experience of interior decoration as well as painting as an expression of their personalities. It hence can implement Enterprise Resource Planning (ERP) and Supply Chain Management (SCM) solutions for streamlining its processes and supply chain. New Product Launches: Asian Paints can launch new products into the market to satisfy the valueadded/ superior-quality/ high-margin demanding customers. They are buying into a product that¶s promising self-expression. it can persuade its customers to value-added/ superior-quality/ high-margin products by formulating and implementing the following strategies Changing Focus: Asian Paints should emphasize more on technology and marketing that would enable them to come up with more revolutionary products that can cater the demand of customers.

It can use it market leader status in decorative paints strategy to attract industrial customers and the advertising strategy to be taken up by Asian paints should be in this way: Expansion of its product range and introduction of value added. Asian Paints should also focus on its communication and brand strategy. APIL has made substantial mark for itself in decorative paints category. Indian consumers are not brand conscious with regard to paints. apart from the urban markets. Asian Paints should focus on small towns. usually the painter purchased paintsfor consumers according to the allocated budget. Right from the start. It should Effectively plan its strategy before fully venturing into this market.Customer Service Solutions: Asian Paints should realize that distribution and service are the keys tosuccess in the paints industry. Changing Image: Along with the customer relationship building initiatives. In order to change itsimage Asian Paints need to extensively work to change its image. Asian Paints has a very small share in this market. and on rural markets. niche Products in the industrial paints area: Expansions of production capacity: Line extensions of existing products to target lower income market segments both in rural and urban areas: Continuous modernization to keep pace with the growing demand: Diversification in to the unrelated but synergistic area of ceramics . Communication would help the company to reach out to the customer and create an attractive public image. Can you design a suitable advertising strategy to ensure there is a positive ruboff in the industrial segment also and Kansai Nerolac is presently the market leader in industrial paints Segment.

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