P.E.S.T.L.

E ANALYSIS
ON

SUBMITTED BY
MAHESH K M

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TABLE OF CONTENTS
A. INTRODUCTION ……………………………………………………3
B. ABOUT THE COMPANY………………………………………….4
C. ABOUT THE PROMOTOR……………………………………….5
D. PESTLE ANAYSIS…………………………………………………….6
E. POLITICAL FACTORS……………………………………………….6
F. ECONOMICAL…………………………………………………….....7
G. SOCIAL…………………………………………………………………..9
H. TECHNOLOGICAL…………………………………………………..11
I. LEGAL……………………………………………………………………13
J. ENVIRONMENTAL………………………………………………….14
K. EVOLUTION OF ASIAN PAINTS………………………………..15
L. VISION……………………………………………………………………16
M. PRODUCT PORTFOLIO…………………………………………….17
N. CONCLUSION………………………………………………………….18
O. REFERENCE……………………………………………………………..19

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 INTRODUCTION

This is a P.E.S.T.L.E Analysis on the company Asian paints which is a market leader
in it’s sector. We will be covering the Political situation with respect to the company,
we will also look how the economy is doing, and how economy’s up’s & down’s will
impact on Asian paints, the social fabric of the market. Important events, festivals,
shopping habits, other social/cultural factors which impacts the company.
And also the most important part which is technology, How various Technological
innovations can impact, various law-related factors that could impact the company’s
business – consumer laws, safety standards, labour laws etc. Beside all these we
this analysis also focus on the environment factors which include climate, weather,
global changes in climate, etc.
PESTLE analysis helps businesses assess the external environmental factors and
see how it affects the business (positively or negatively). Some of these factors may
boost the fortunes of the company, and some may cause a decline in the company’s
sales. Irrespective, being aware of these factors is a necessity for all businesses out
there as it helps in decision making and strategic planning. While it’s difficult to totally
avoid the impact of external forces, companies can minimize the impact of such
factors if they know about it beforehand.

Words of M d & CEO taken from Financial year 2020 annual report

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 About the Company
Set up in 1942, the Asian Paints group is the largest paint manufacturer in India.
About 80% of its revenue comes from decorative paints and the remaining from
industrial paints and overseas operations. The group produces automotive industrial
coatings under PPG Asian Paints Pvt Ltd, a joint venture with PPG Industries, the
USA. It is also present in the home improvement and decor space in India through
wholly owned subsidiaries, Sleek International Pvt Ltd for kitchens and wardrobes;
and Ess for bath fittings.

The group has an installed paint capacity of around 17.3 lakh kilolitre per annum. It
has eight decorative paints plants in Ankleshwar (Gujarat), Medak (Andhra Pradesh),
Kasna (Uttar Pradesh), Sriperumbudur (Tamil Nadu), Rohtak (Haryana), Khandala
(Maharashtra), Mysuru (Karnataka) and Visakhapatnam (Andhra Pradesh).
The group has an industrial paint plant in Taloja (Maharashtra) and a penta plant in
Cuddalore (Tamil Nadu). Sales infrastructure is strong and comprises numerous
stock points and a network of over 60,000 dealers with around 46,000 colour tinting
machines. Operations span India and 15 countries in South-East Asia, South Asia,
Africa, the Middle East, and South Pacific Islands through subsidiaries and joint
ventures.
As Asian Paints nears its seventy-eighth anniversary (in 2020), it stands out as an
exemplary case study of a home-grown brand taking on competition (domestic and
foreign) and winning in India. It is also a rare example of a large Indian company,
held by multiple promoters and yet run by a high-calibre, professional, management
team

Source of above figures: latest annual report

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 About the Promoters

The company was founded by four friends Champaklal Choksey, Chimanlal Choksi,
Suryakant Dani and Arvind Vakil. They all belong to Jain families, and founded the
company in February 1945 . In those volatile days, the paints industry in India
comprised a few foreign companies and Indian players like Shalimar Paints. A
temporary ban on paint imports during World War II resulted in an opportunity for
domestic production. Spotting this opportunity, a twenty-six-year-old entrepreneur,
Champaklal H. Choksey and three of his friends—Chimanlal N. Choksi (not related
to Choksey), Suryakant C. Dani, and Arvind R. Vakil—set up Asian Paints in
Mumbai. By 1967, Asian Paints had become the largest paint company in India—a
position it holds until this day. Champakbhai—as he was affectionately known—
passed away on 31 July 1997, also the last day of his family holding a stake in Asian
Paints. The families of the other three founders continue to own 52.8 per cent of the
firm’s shares outstanding

‘Champaklal Choksey was a visionary, a father figure and a statesman to the paints industry.
He laid the foundation of Asian Paints by being a superb gap analyst and looking at what the
competition was not doing,’ said Anoop Hoon, former national sales manager
(decorative) of Asian Paints from 1991 to 1994

‘Champakbhai used to say that “Gareeb apni dahleej zaroor rang karega, poora ghar chahe
na kare” (a poor household will always colour its entrance door even if they do not
paint the rest of the house)
The promoters have refrained from pushing the company towards major unrelated
diversifications. On the contrary, erstwhile paint industry leaders like Jenson and
Nicholson saw a steep decline in their market shares during the 1990s due to
unrelated diversification into sectors like financial services, weigh bridges, weighing
machines and hotels
Asian Paints identified and understood the twin drivers for growth—supply chain
efficiencies and brand power—early on and have relentlessly focused on
entrenching themselves further in the paints sector using these drivers. Asian Paints
is the only paints company in the sector which has not seen a change in its
controlling shareholders (promoters) over the past seventy years. Industry experts
say that this consistency at the board level has helped Asian Paints maintain focus
on execution of a stable, long-term strategy over these decades.

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 POLITICAL
National Government policies & global influences have significant impacts on the
paint industry. So evaluating whether these policies are in favourable to the company
or not is crucial in analysis part .Major Government schemes which could boost the
paint industry as a whole are:
 Pradhan Mantri Awas Yojana is an initiative by Government of India in which
affordable housing will be provided to the urban poor with a target of building
20 million affordable houses by 31 March 2022. This will have a direct impact
on the sales of Asian paints and other paint companies as well
 Smart Cities Mission National Smart Cities Mission is an urban renewal and
retrofitting program by the Government of India with the mission to develop
smart cities across the country, making them citizen friendly and
sustainable.so more and more smart cities building will require paints, this will
boost the demand for paint .The Asian paints who enjoys a dominant share of
over 50% in the organised domestic paints market will be benefited the most
with this .
 Swachh Bharat Mission is a country-wide campaign initiated by the
Government of India in 2014 to eliminate open defecation. The government
provided subsidy for construction of nearly 110 million toilets between 2014
and 2019. The project has planned to implement in 3 phase, phase one phase
already completed, and phase 2 will be from 2020-21 and 2024-25. This is
again another project which could impact on paint companies as construction
of toilets also requires paints
GLOBAL INFLUENCES
Tensions between Iran and the US still a concern for the paint manufacturers in india
tensions between Iran and the US increased after an American drone strike killed top
Iranian general Qasem Soleimani last January . incase any Further escalation in the
tension between the US and Iran will have implications on INDIA’s imports of crude
oil as well. Crude oil being a main raw material for paint production, any disruptions
in it’s supply will force paint manufacturers in india to buy from other countries which
is comparatively higher in price. this will result a hike in price of the paint products
SOME KEY POINTS
 India is the biggest democracy in the World
 The political Situation in the country is more or less stable.
 Make in India initiatives are helping Indian brands like Asian paints to expand.
 Fiscal incentives given to housing sector will benefit paint industry in long
term.

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 ECONOMICAL

GLOBAL SCENERIO FY 2019-20 was a year of synchronised slowdown in both

the advanced as well as developing economies across the world. The escalation of
the tariff war between the US and China for major part of the year led to significant
pressure on global trade. The US economy grew at a relatively strong rate of 2.3%.
The Chinese growth engine too slowed down with exports under pressure. However,
due to its Government supported infrastructure investment drive, the economy
recorded a moderate growth rate and stood at 6.1%. At the same time, the Eurozone
continued to witness staggered growth with pressures from the Brexit uncertainty as
well as political uncertainty in some of its member states. The trade truce or partial
deal between the US and China in the second half of the year brought along
expectations of a revival in global trade and overall economic growth. However, the
rapid spread of the COVID-19 pandemic across the world and the ensuing lockdown
in several countries brought unprecedented testing times for the entire global
economy as the financial year ended.

INDIAN ECONOMY SCENERIO The Indian economy continued with its slow growth
trend, with quarterly growth rates trending downwards through the year. The decline
was led by a slowdown in the key construction sector, a restricted real estate space
and persistent downturn in the automotive sector. The fourth quarter witnessed a
growth rate of 3% - the lowest in almost a decade. It aptly highlighted the concern of
deceleration in the domestic economy even before the impact of COVID-19 shock.
The reasons for this consistent downward growth trajectory are multi-fold. The large-
scale defaults and governance issues in few large non-banking financial institutions
resulted in liquidity squeeze in the corporate debt markets. This not only hurt some
of the larger corporates, but also severely impacted the mid and small-size
companies as the lending channels practically froze. At the same time, the vagaries
of the monsoon – extended monsoon in some regions and deficit rainfall in others –
also adversely impacted the rural sector. The easy monetary policy regime
implemented by the Reserve Bank of India as well as measures taken by the Central
Government like sharp reduction in corporate tax rates have not helped the economy
get back to its growth trajectory.
PAINT INDUSTRY The domestic paint industry consisting of the decorative and
industrial paint segment is estimated at ₹50,000 Crores. The decorative paint
segment comprising categories such as exterior wall paints, interior wall paints,
wood finishes, enamels, undercoats such as primers, putties, etc. constitutes more
than 75% of the paint market. On the other hand, the industrial paint segment
comprising automotive coatings, marine coatings, packaging coatings, powder
coatings, protective coatings, floor coatings and other general industrial coatings
makes up for the balance 25% of the paint market. Small unorganised paint
manufacturers primarily catering to the lower end of the price points still maintain a
sizeable 30- 35% share in the overall paint industry.

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The overall demand conditions for the paint industry remained challenging during the
course of FY 2019-20 due to the tough operating environment experienced by a
large part of the domestic economy. The shorter festival season, compared to that in
the previous financial year, as well as the extended monsoon season across many
parts of the country further impacted the paint demand in the economy. In addition,
the liquidity crunch affecting the non-banking financial sector and the resulting tight
borrowing conditions for the real estate and infrastructure developers meant further
pressure on the domestic decorative and industrial paint demand. The consistent
downward demand conditions in the key automobile sector also exerted pressure on
the automotive coating players in the industry through the year. Moreover, the
government implemented an abrupt shutdown on the entire supply chain in the last
fortnight of the financial year to contain the spread of the pandemic.
This year, thus, ended at a significantly
lower growth rate for the paint industry as compared to the previous year. In such a
difficult business environment, the soft raw material prices played a saving grace,
helping the paint industry to not only maintain its operating margins, but also support
the weak demand with some price reductions for customers in the market. In
general, paint demand mirrors the overall GDP growth in the economy. Hence, as
soon as the overall demand in the economy improves, the demand conditions for the
paint industry would also witness improvement. For larger sections of the economy
to return to pre-COVID normalcy and for consumers to venture out once again for
their home painting needs, we need a cure for the virus. The paint industry would
also have to wait for the return of the migrant workforce to support the demand-
generating sectors such as real estate and infrastructure development. The
government’s push on infrastructure development will be critical to spur the demand
from these segments. At the same time, given the overall uncertainty in business
conditions, raw material prices as well as exchange rates are expected to exhibit
increased volatility. They would need to be critically monitored to cushion the impact
on profitability.

Paint being a discretionary spend item, there is a likelihood of customers putting their
paint requirements on hold for some time, impacting renovation demand. The paint
industry would also be looking for increased focus from the government in pushing
infrastructure investments as the real estate market is not expected to recover soon.
SOME KEY POINTS
 The economic factors in India are improving continuously
 Increased expenditure in rural areas
 Second fastest growing major economy in the world
 Strong domestic market
 There is a continuous growth in per capita income
 India has the third highest GDP in terms of purchasing power
 Foreign direct investment rose in the fiscal year.
 Inflation rate is on a higher side
 Slowdown in economy due to COVID-19 led to downfall in demand

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 SOCIAL

CULTURAL Festivals like Diwali, bail pola & the Pongal(south) always have a
major impact on Asian paints. Asian paints sales generally increased if the Diwali
is an elongated one. In fact in the the annual report for the year ended 2019-20 they
said that “The shorter festival season this year compared to that in the previous
financial year has also effected their business “
There is a historical story behind all these correlation. The company’s abilities to
understand consumption patterns are legendary. During the Pongal festival in Tamil
Nadu (January) and the Pola festival in Maharashtra (August), villagers worship their
bulls. Choksey noticed that these festivities brought with it a unique demand for
painting the horns of bulls, where paint was required in bright colours and in small
quantities (50–100 millilitre packs). He saw the opportunity and succeeded in
breaking into this market. Similarly, the bottom panel of the front doors of homes in
Tamil Nadu have small stripes painted in red and yellow which is considered
auspicious. This was yet another market for Asian Paints.
As demand for their products rose, dealers in small towns and cities started stocking
them. As a result of this, the larger distributors in bigger cities who previously did not
want to sell their products started partnering with the company. This approach of
building the business from rural to urban India, and delivering on untapped consumer
demand helped the company reach an annual turnover of Rs.23crore with only 2 per
cent PBT margins 10 in 1952, a decade after it was founded.
Asian Paints understands its customers better than its competition. Asian paints
concentrated on the area where no one is focussed on. During the festival bail pola
asian paints realised these villagers who celebrate bail pola don’t need a big
container of paints, but small containers ,that’s why they introduced smaller
containers of colourful paints

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ONLINE SHOPING
The advent of social media and e-commerce has encouraged online shopping
behaviour among customers. Asian Paints Ltd International Architecture. needs to
understand the online shopping behaviour by considering the generational
differences as younger consumers are more inclined to shop online than older
customers. The growing use of mobile phones and social networking sites can also
be beneficial for the company. Company owns 'Colour with Asian Paints' mobile app
and 'Beautiful Homes' website through which the customers can browse through
colour catalogues, design with colours and take tips to decorate and protect their
properties. It allows them to do comparison over different colours with respect to
their desire from the home or wherever the customer wants to. This is again an
added advantage which helps Asian paints to boost it’s customer interactivity with
them
SOME KEY POINTS
 India is the second most populous nation in the world with an approximate
population of over 1.3billion people.
 An increase in the purchasing power the Indian consumer which preferred
local brand which is far cheaper is now able to get a taste of the relatively
expensive market.
 Emergence of ecommerce is also one positive factor which helps Asian paints
increase it’s customer relation & strength
 Shift in consumers preferences from traditional to high quality products
 Emerging low socio income group in India, seeking upscale housing.
 With increased socialistic measures of government the demand of more
cleaned and upscaled housing and infrastructure sector increased
 Some Cultural events in india have positive impact on Asian paints

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 TECHNOLOGICAL

Asian Paints’s use of technology is well known. It invests capital to buy and use best-
in-class technology to improve its supply chain efficiencies and working capital
management—which are the two biggest drivers of competitive advantage in the
paints industry. For instance, mainframes were used for demand forecasting as early
as the 1970s. Hoon, who was the factory manager of the company’s Ankleshwar
plant (Gujarat) in the 1980s recalls: ‘In 1980, the Bhandup plant (Mumbai) used to
operate with 1600 workers. Ankleshwar started production with only around 250
workers for the same capacity. And the subsequent capacity expansion in
Patancheru (near Hyderabad) was with less than 100 workers in 1985, all thanks to
better technology to automate manufacturing processes and higher productivity.’
Many of its new plants across the
country are controlled through IT servers placed in Mumbai. They are totally
controlled over interfaces where operators sit and operate across all segments of
manufacturing. IT encompasses other functions such as human resources as well.
Key result areas (popularly known as KRAs in office parlance) are given to the
middle management employees who are encouraged to increase the productivity of
operations through their respective roles. ‘Over the period 2000–15, IT has become
a go-to resource for everyone in the company rather than being just a low-priority
support function. IT is like electricity. It is part of daily life. It works as a great
integrator of all operating functions across the firm’.
Asian Paints has regularly invested in technology that has strengthened its
competitive position and improved operating efficiencies, irrespective of the payback
periods. Some examples of such investments include investments in mainframes in
the early 1970s
Asian paints have been obsessed about hiring the best people, about having the
best IT and the smartest technology-driven process. They started obsessing about
talent and technology way before anybody else in India.
Asian Paints has consistently maintained its focus on advertising from as early as
the 1950s. More importantly, its advertising campaigns have always kept pace with
the changing profile of its customers. Asian Paints capitalized on the emotional
appeal of a house or ghar and linked it to paint. Indeed, a freshly acquired and newly
painted house is a matter of pride for any family. Asian Paints and its advertising
agencies have changed their messaging to maintain this emotional connection with
their target audience.

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 Home decor tips through mobile app and website: Asian Paints has always
stayed a step ahead of its competitors through innovation and use of technology.
The Company has a popular online presence through its 'Colour with Asian Paints'
mobile app and 'Beautiful Homes' website. In these platforms, the customers can
browse through colour catalogues, design with colours and take tips to decorate and
protect their properties. The platforms also provides DIY tips and allows users to
save, share and upload images and videos of newly painted locations. This helps to
build a strong bonding and connect with customers and influence their buying
decisions. With the inclination of millennial towards e-commerce and growth of
telecom and broadband connectivity, digital marketing and digitization of services
could witness huge growth for brands using them.
In the Decorative paint segment, technology has not impact in the production
process but in the connection of the leader technology help to have efficient
operation of the business. The development of the tinting machine is revolution in the
filed of technological development. The tinting machine helps to have perfect shade
as per the customer requirement. The introduction of tinting machine helps to reduce
to introduction period of the new product. Before this introduction of new product will
require about six months compare to one month nowadays. Distribution reach of
Paint Majors
SOME KEY POINTS
 Use of Augmented Reality for testing colour of paints because of advance
technologies.
 Modernization of paints -
 Waterproof paints
 Teflon coated paints
 Lead free paints
 Germs repellent paints.
 Dust repellent paints etc.
 Use of ecommerce

a snapshot from Asian paint’s website

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 LEGAL

EMPLOYEE PROTECTION LAW (discrimination and health and safety)

Asian Paints Ltd International Architecture. must follow the employee/labor health and
safety laws as some countries have strict regulations to ensure labor safety. Providing
a secure work environment for the workforce is the ethical and moral obligation of
Asian Paints Ltd International Architecture. Similarly, anti-discrimination laws (like
equal employment opportunity) also need to be carefully studied when developing
human resource practices as discriminatory suits against employer harm the
organizational image and affect organizations’ ability to attract and retain the talent.
CONSUMER PROTECTION LAWS
The data protection has become an important issue due to consumers’ privacy and
security concerns. Asian Paints Ltd International Architecture. need to study data
protection regulations to protect the customer data. Moreover, there are laws to set
the maximum price, ensure a certain quality standard and protect consumers from
fraudulent marketing claims. Asian Paints Ltd International Architecture. must consider
these factors to ensure compliance with consumer protection laws.

IMPACT OF GST
The introduction of Goods and Services Tax in 2017 is seen as a positive point for
the organised sector .and Asian paints is one of the biggest beneficiary in the
organized sector. Last year GST on the paint products has been dropped to 18%
from 28%, this is again a good factor for the Asian paints as it makes their product
even cheaper.
Destocking: This is one factor which negatively impacts the Asian paints. Most
manufacturing growth hit by destocking ahead of GST. Asian paints is also no
different from other manufactures, they reported a decline in the growth during the
financial year 2018 as an impact of destocking

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 ENVIRONMENTAL

RECYCLING & WASTE MANAGEMENT

The growing environmental pollution coupled with technological advancement has
compelled business organizations to adopt innovative recycling and waste
management practices. In some countries, recycling has almost become a business
norm. Moreover, adopting efficient waste management practices in organizational
units that are located in or near urban areas is highly crucial for Asian Paints Ltd
International Architecture. Many countries have placed strict norms to protect their
urban areas through effective waste management.
WHETHER & CLIMATIC CONDITIONS
Changes in weather and climatic conditions can influence business efficiency. For
instance, extreme weather conditions can increase the cost of operations and compel
the Asian Paints Ltd International Architecture. to make the value chain more flexible.
Such changes can also influence the consumers' spending patterns, causing the
organization to revise its product and marketing strategies.
ATTITUDE TOWARDS ECO FRIENDLY PRODUCTS
There is a growing trend towards the use of green/eco-friendly products. Asian Paints
Ltd International Architecture. can take it as an opportunity and adopt green business
practices to win the trust of stakeholders. Regulatory bodies’ emphasis on ensuring
compliance with environmental norms is altering the product innovation priorities. It
requires Asian Paints Ltd International Architecture. to prioritize and focus on
marketing the eco-friendly nature of their products over customary value propositions.
Water conservation involvements of Asian Paints:
Paint Industries needs huge amounts of water for various purposes. Purified water is
required in cleaning of packaging materials, mixing of dyes and pigments and also as
coolant to various machineries. Many of the rivers and water bodies dry up during
summers and are heavily polluted in India, if proper treatment of waste is not
maintained in factories. There have been instances of production halts and factory
closures due to water pollution and scarcity. Asian Paints has emphasized rainwater
harvesting in its sustainability report of FY 2018-19 and 2019-20. It has worked on
community rainwater harvesting in the areas around its factories, to avoid water
scarcity during summers. As paint industry uses substantial amount of water for the
production of paints, hence it's factories also work on methods of reusing waste water
through reprocessing and refining, apart from harvesting. Two of its latest factories in
Mysuru and Vizag are certified as Green Factories due to preinstalled facilities of less
water and electricity consumption, as well adhering to other norms of IGBC. The
company has worked substantially to use rainwater in its production after purification
and also to share its knowhow with communities around its establishment to make a
models of self-sufficient localities in terms of water usage and conservation.

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EVOLUTION OF ASIAN PAINTS
2020 – Today Asian Paints becomes the 10th largest decorative paint company in the
world. Asian Paints is more than twice the size of its nearest competitor, Present in 22
countries with 27 manufacturing locations, over 2500 SKU's, Integrated SAP - ERP &
i2 - SCM solution.
2014– Asian Paints increased its share in Berger International, to about 96.7 per cent
and delists Berger International from the Singapore Stock Exchange.
2013– Asian Paints launched a new vertical—Home Improvement Division—with the
acquisition of Sleek, a modular-kitchen player in India
2011– Asian Paints partially restarts the operations at two plants of the company’s
subsidiary in Egypt which were shut due to prolonged curfew.
2010– Asian Paints announced start of production at its new plant in Rohtak,
Haryana.

2006– The Consolidated Turn-Over of Asian Paints crosses Rs.3000crore. Ranked

24th amongst the top paint companies in the world by Coatings World – Top
Companies Report 2006.

2005– Four plants of Asian Paints are conferred by the British Safety Council with
‘Sword of Honour’.

2004– Asian Paints receives the Forbes Best under a Billion Company award and
becomes the only paint company to do so.

1999- acquisition of a paint company in Sri Lanka, from here the firm also
accelerated the expansion of its international footprint

1967 – Asian Paints became the country’s largest paint company, the company
started hiring country’s best talented peoples especially from IIM’s

1965 – The name of the company was changed to ‘Asian Paints’ from ‘Asian Oil &
Paint Company’.

1954 – Asian Paints introduce a new mascot – Gattu, the mischievous kid.

1945 – Asian Paints introduce small paint packs to cater to rural population and
reaches a turnover of Rs.3,50,000.

1st February, 1942 – Suryakant C. Dani, Champaklal H. Choksey, Arvind R. Vakil

and Chimanlal N. Choksi get into a partnership to form ‘Asian Oil & Paint Company

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 Asian Paints

5%
24%
international paint
paints india
chemical india

71%

VISION

Asian Paints aims “to become one of the top five Decorative coatings
companies world-wide 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”

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PRODUCT PORTFOLIO

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 KEY FINANCIAL INDICATORS
Particulars Unit 2020 2019
Revenue Rs crore 23,162 22,153
Profit after tax (PAT) Rs crore 2,779 2,212
PAT margin % 12 10
Adjusted debt/adjusted networth Times 0.03 0.07
Interest coverage Times NM NM

Downward factors according to crisil (rating agency)

 Sustained decline in revenues by over 15% in the medium term or sharp decline
in market share in the domestic paints industry
 Intense competition or steep increase in input prices affecting profitability,
resulting in steep decline in operating margin to below 12%
 Large, debt-funded acquisition or capex that may impact financial risk profile
 Material reduction in liquid surplus

CONCLUSION

While there are immediate concerns in the PAINT industry, the overall long-term
outlook remains strong. The government has shared a vision of creating a US$ 5
Trillion economy and construction will be an important part of this vision, including the
Awas Yojnas. Continued focus on improving cleanliness through the Swachh Bharat
initiative is also expected to drive growth in the segment in the coming years. The
overall focus on wellness, health and hygiene with consumers across is expected to
help the industry. The company’s management is aware that potentially disruptive
changes lie ahead. Hence, through the launch of value-added services like Asian
Paints Home Solutions, colour consultancies, Colour Ideas stores and its entry into
the home improvement solutions business, Asian Paints intends to convert its existing
mom-and-pop store network into a one-stop shop for all the needs of the evolving paint
customer.according to crisil Asian Paints has a Strong financial risk profile & enjoys
a healthy operating margin of over 17% which is higher than peers also . Strong brand
equity, extensive distribution network, and wide product portfolio will help sustain
strong market position over the medium to long term

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REFERENCE

https://www.thehindu.com/
https://www.crisil.com/
https://www.asianpaints.com/
The Unusual Billionaires Book (English, Mukherjea Saurabh
The annual report of Asian paints

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