Submitted By – Mayank Trivedi

BBA 3B
Enrollment No. 08520601719

Submitted To- Mr. Mahtab Alam (Assistant

Professor)
Management and commerce department
Introduction

•Founded in 1942, Asian Paints is now India’s largest, and Asia’s third-largest, manufacturer
and supplier of decorative and industrial coatings. • The firm manufactures 23 paints and
operates in 17 countries, supplying paint and ancillary products to consumer and commercial
markets. • A team of 1,200 sales representatives connects with a network of more than 35,000
dealers in India – creating unique business challenges as the company copes with seasonal
demands and services dealers from more than 100 company warehouses storing 3,000 stock-
keeping units (SKUs)
About

 ASIAN PAINT DEALER The S. Zainuddin is the dealer of Asian Paints. He is doing
business in paints sense 1996. They started their business with some local brands of paint.
Now, they started dealer ship of Asian paint in 2006. They achieved their tasks on time.
PRODUCTS DISTRIBUTED BY ASIAN
PAINTS
• ASIAN PAINT – PREMIUM GLOSS ENAMEL
• ASIAN PAINT - ROYAL PLAY
• ASIAN PAINT - ROYALE LUXURY
• ASIAN PAINT - TARCTOR EMULSION
• ASIAN PAINT – APEX ULTIMATE
TYPES OF DISTRIBUTIONCHANNEL

 A set of independent organisation in the process of making a product or services available

for use of consumption.

  B2B DISTRIBUTION
  B2C DISTRIBUTION
  DIRECT DISTRIBUTION
  INDIRECT DISTRIBUTION
LEVEL OF CHANNELS MANUFACTURER
WHOLESALER RETAILER CONSUMER
DISTRIBUTION CHANNEL FOLLOWED BY ASIAN PAINTS
 USP’s of Asian paints

Below are the Strengths in the SWOT Analysis of Asian Paints:

1. The largest paint company in India and third largest company in Asia
2. They have over 50% of market share and are clear leaders decorative paints and are strong competitors to
Kansai Nerolac Paints to be leaders in Industrial paints and coatings.
3. They operate in 17 countries and have 24 manufacturing facilities providing service to 65 countries all over the
world.
4. Asian paints has strong international presence with its four 4 subsidiaries; Berger International Limited, Apco
Coatings, SCIB Paints and Taubmans.
5. Most renowned brand in Indian Paint Industry & its strong customer focus and innovative-spirit has made it
market leader since 1968.
6. Superior technologies deployed to achieve maintain the competitive edge for eg. Supply chain management
system that integrates plants, regional distribution centers, outside processing centers etc. hence they have
strongest supply chain system with
7. They have maintained their brand name and increased awareness by unique ways of advertising and roping in
celebrities like Saif Ali Khan.
8. The company has strong financials.
 Weakness of Asian paints

1. Limited market share in industrial paints segment with Kansai Nerolac

and Akzonobel giving stiff competition.
2.In decorative paints Industry Customer tastes and perceptions change very
fast and products may become obsolete with change in trends, hence
production planning and inventory problem.
They manage their distribution through:-

 Automated Machines at Distributors

 Technology is a large part of Asian Paints' distribution success. According to a distribution
strategy case study of Asian Paints, the company provided automated machines that mixed
paint colors at the distributors to allow customers and consumers more range in color and
more options. These machines use technology to produce colors that otherwise are
unavailable, resulting in a wider range of selection.
 Distribute to Rural Areas
 A big problem with paint companies in India was a competitive market in the large cities,
where distribution was relatively easy and the risks were low. Asian Paints started by
working from the rural areas, where distribution was a challenge and where the other
companies had overlooked. Instead of focusing in cities and urban areas, Asian Paints
focused on a national level and worked in until reaching the cities.
 Focus on Emerging Markets
 Expanding from India, Asian Paints started working on distributing decorative paints to
emerging economies. It is a similar strategy to the initial strategy used in India, but it is
now expanding to countries and locations outside of India. Rather than distribute to
economies like the U.S., Asian Paints has turned its focus to customers in places like
Singapore and Egypt.
Strategy of their distribution

 Had AP concentrated on the bulk buyer segment, it could have managed with a limited
product range, at least, in the initial years. But, AP’s decision to turn to the individual
consumers necessarily meant a wide product range. In the nature of things, the individual
consumer segment involves a very wide choice in terms of products, materials, shades and
pack sizes. On top of this, AP believed in making products based on the preferences of
consumers. It gathered feedback from the consumers and turned out products, shades and
pack sizes on the basis of such feedback. This policy resulted in a further burgeoning o the
product range.
 At the time of AP’s entry, paint companies were supplying paints in containers of 500 ml
or larger. AP saw that there was a felt need in the market for paints in smaller packs. All
end uses did not require a large quantity. Moreover, it was common practice for consumers
to buy paint initially in a larger quantity and supplement and shared supplying its pacts in
small packs – in 200ml, 100ml and 50ml packs. This proliferation in pack sizes also
contributed to AP’s growing product range. AP was by now manufacturing and marketing
as many as 2,000 distinct items of paints none of which was strictly a substitute for the
other.