ASIAN PAINTS CASE

STUDY
GROUP 6:
AINAB ZAIDI - H21003
AKSHAT BHATIA - FH21001
ANANYA KUNDRA - H21007
ASHRAY SHARMA - H21012
FARHEEN NEYAZ - H21017
 INTRODUCTION
Asian Paints, Had 24 plants and was
headquartered in Mumbai, operating in 17
founded in 1942 countries by 2012

Fourth-largest decorative Expansion supported by

paints manufacturer in the overall growth of the
world paint industry in India

Market leader in Indian

Set up its first overseas paint industry, twice in size
plant in Fiji in 1978, went than any other paint
public in 1982 company, 25% market
share

Company’s exponential Strong Customer Base | Sturdy distribution network

growth due to: Unique products | Innovative Marketing Techniques
 EMPLOYEE PROBLEMS
70%
Non- Involvement
- Very little understanding, managers
fail to connect with employees,
especially on emotional level.
- Discussions revolved around work
only, thus couldn’t develop any
cohesion or communication relating to
non work.
- Attitude of “ Chalta hai ‘ in dealing
with salespeople.
- No exit interviews, and no efforts to
retain employees.
60%
Rewards & Recognition
- Although the organization had budgets,
No activities like outing or team
gathering for spirit development.
- Asian paints being a reputable
company, employees expected better
resources but felt there were No great
bonuses.
- Presence of bell curve , leaving
employees in rewarding
50%
Employee Engagement
- Poor team coordination , lack of
proper action plan leaving employees
dissatisfied.
- Frequent change in leaders and team
members - ineffective and
unmeaningful analysis for employees,
thus ESS failed.
- AI was implemented. The data was in
depth- senior managers can’t interpret
it
 EMPLOYER CHALLENGES
COHESIVENESS
Fatigue and frustration amongst senior managers who
were constantly tackling the problem of lack of knowledge
leading to lack of cohesiveness in their teams.
ATTITUDE
Passive attitude of employees in terms of customer and
TEAMS dealer relationships, leading to complaints from them.
Dynamic teams, high employee turnover, team leaders
changing frequently, analysis of ESS became redundant.

COMPETITION
Increasing competition from all directions, sales function
IMPROVING had become complex and demanding.

Lack of initiative by employees at junior levels to improve

their skills and push their boundaries, low understanding
of the product.
POACHING
Effective training provided by Asian Paints and then
STRUCTURE employees being poached by competitors, leading to high
attrition.
Lack of hierarchical structure, lack of clarity in terms of
career trajectory.
 Aon Hewitt Employee Engagement Framework

This framework addresses the hard, tangible factors – basically the hygiene factors first and then
moves towards bonding with the employees by fulfilling the soft, felt experienced Growth and
Fulfillment factors.
GUIDE: APPRECIATE: SUPPORT: LEAD:
To enhance awareness To appreciate and encourage To ensure essential workplace Developing and
about policies. employees. requirements are met. Nurturing leadership.

ALIGN: CONNECT: TOGETHERNESS: GROW:

To align the new joinees To provide opportunity for free To instil fun in workplace and to To focus on building functional
with the organization. expression and facilitate strengthen relationship with expertise and capabilities
communication with employees. employees and their families. among employees.
 Leadership Competency Framework

The idea of a leadership

competency framework (LCF) is
to provide a common vocabulary
for all people decisions and
processes towards enabling
sharper managerial judgments. It
has to be simple such that
employees across levels and
functions could relate to it.
 THANK
YOU!

Group 6
AINAB ZAIDI - H21003
AKSHAT BHATIA - FH21001
ANANYA KUNDRA - H21007
ASHRAY SHARMA - H21012
FARHEEN NEYAZ - H21017