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CHAPTER I

INTRODUCTION
Marketing deals with identifying and meeting human and social needs. One of the shortest definitions of marketing is Meeting needs profitably. Marketing is an organizational function and a set of processes for creating communicating and delivering value to customers and managing customer relationships in ways that benefits the organizations and its stake holders. Much of brands strength depends on developing a superior product and packaging, ensuring its availability, and backing it with engaging communications and reliable service. The Indian paint industry has come a long way from the days when paints were considered a luxury item. Today the awareness level on preventing corrosion through paints is relatively high, a development that should be a huge boost to the paint industry. The paint industry in India has flourished into a full-fledged manufacturing and sale market catering to the international standards being demanded for the painting jobs. The Indian Paint Association is the apex body of the Indian Paint Industry, which represents both the organized sector and the small scale sector in the paint industry. It is a voluntary non-political and non-profit organization which promotes the interest of the paint industry and the society. The IPA is a unique forum in which even the very small scale manufacturers are members besides all the major paint producers in India. The representative character of the association is amply demonstrated by the fact that more than 80% of the total paint production in the country is accounted for by members of the IPA.

The types of paints:


Acoustic Paint: It is specially designed for acoustic tiles. Alkyd Resin Paint: Best suitable for trim, doors, faux finishes and other maximized use areas. Drip less Paint: This paint is thicker and is most suitable for application on ceilings. Latex Paint: The applicability of this paint is easier than most other and it dries much quickly. It is also easier to be washed. One-Coat Paint: It is the more expensive version of the latex and alkyd paints and is mostly chosen for surfaces that require flawlessness in colour. Primers: This paint is the initiation for all interior paint works. Rubber-Base Paint: This is best for concrete and bricks. Textured Paint: If need is to cover any flawed surface in your house get this paint. It works well on ceilings.

Besides these home decorating and improvement paints and office paint we can also get industrial paints, aircraft paint, airplane paint, aviation paint and many other paint products with the paint shops in India. The paint companies in India house a wide range of paint products that cater to all your needs. A whole spectrum of colours with our own textured options and application patterns are available with the paint companies. Each company has its own specialized product and some also offer
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home paint services. The cost of a painting job may vary with the paint chosen acrylic, emulsion, primer etc., the paint tools being used and the painting company hired.

Investment Opportunities: Over the next few years, the ratio of industrial
paints to decorative paints is expected to be 50:50, more in line with the global trend. Currently it is 30:70. With the decorative segment bottoming out, companies are increasingly focusing on industrial paints Demand for paints from new housing is expected to constitute approximately 30 percent of total demand; the rest comes in from repainting, mainly after the monsoon rains and before the festive season. This is a function of disposable income, so improvement in rural incomes will boost the growth in the paint sector. Lending institutions continue to make it easier for a consumer to gather up the finances needed to buy homes within the decorative coatings segment, considerable growth is being observed in the exterior coatings segment. Paint manufacturers have launched premium products in this category which are doing well due to superior quality and durability.

Raw Materials: On an average, raw materials constitute ~56% of the total expenditure in paint companies. Titanium dioxide is one of the major raw materials and price fluctuations in its cost have direct and substantial impact on the cost of production. Crude oil derivatives are the other major raw materials and have similar impact. Apart from these a large number of other raw materials are used for adding/giving specific properties to the wide product range offered by the industry. End-User: The decorative paints segment products find use in households and construction whereas the industrial segment products find use in automotive industry, consumer durables industry and other OEMs. Growth of the paint industry has been consistent with the growth of Indian GDP. Paint industry has been growing at a rate of 1.5 to 2 times of Indian GDP growth. The Decorative segment shows a seasonal trend with sales peaking during the festive seasons in the months of September to November, whereas the demand is low in the monsoons.
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INDUSTRY SIZE:
The top 5 companies make up more than 80% sales of the organized market. The market share of the organized sector is continuously improving as consumer preference is shifting towards better products offered by the leading brands. Established Foreign companies have entered the Indian market by acquiring existing Indian companies. Kansai Paints, Japan entered the Indian Market by acquiring Nerolac, Akzo Nobel, the worlds largest Paint Company, entered the Indian market by acquiring ICI Paints (now Akzo Nobel India.) Asian Paints is the market leader in the Indian Paint Industry and gets the major portion of its revenue from the Decorative segment. Over the years, it has outperformed its peers in every aspect by wide margins. This is mainly due to its strong moat (competitive advantage) which lies in its strong Brand Equity and an extensive Distribution Network. The companys Net sales, Net Profit and Book Value have grown with a 5 year CAGR of 22%, 27% and 28% respectively. Also the companys debt is very low and its ROIC has been 40% on an average over the last six years. Kansai Nerolac holds the second position in the Indian Paint market, and is the market leader in the Industrial Paint Segment, owing to its leadership position in the Automobile Paint segment. It is the subsidiary of Kansai Paints Ltd., the leading Japanese paint company. Berger paints has the third position and derives its major revenue from the Decorative segment. Akzo Nobel (former ICI Paints) is the subsidiary of the worlds largest Paint Company and is at the fourth position. Shalimar Paints is at the fifth position.

UNDERSTANDING THE ENVIRONMENT


Bargaining power of buyers -The end users can be segregated into household
and industrial users. For the housing requirements the buyers can be customers (contractors who buy in bulk) and end consumers (people who paint/repaint their house). Customers have higher bargaining power as they buy in bulk and are more prices sensitive. For the end consumers a number of options are available and decisions are made based on quality, price, differentiating factors like weather protection, environment friendly paints etc. The unorganized market also has a large chunk of the market share providing many options to lower income segments. The industrial segment is a low margin high revenue business and the buyers if these segments are knowledgeable about their needs. Price comparison is done effectively by the consumer, as this is a regular as this is a regular expenditure of this segment. However, the leading industrial paint suppliers have their expertise in their favour, which limits the bargaining power of the buyers. Thus the bargaining power is Medium.

Bargaining Power of Suppliers - The paints industry is a raw material


intensive industry with more than 300 products going into the manufacture of the final product. The raw materials can be divided into different categories like pigments, additives, solvents, binders etc. Of these, pigments constitute one third of the total raw material cost. Titanium Dioxide is one of the key pigments used in the production of paint and is facing a global supply shortage. Thus suppliers of Titanium Dioxide have higher bargaining power. The other raw materials used are crude derivatives and

hence their prices are subject to fluctuations, which affect the industrys profits. Thus the bargaining power of suppliers is Medium to High.

Competitive Rivalry - About 80% of the organized market is catered to by the


top 4 players of the industry. The current market growth rate may provide ample room for all the players of the industry to flourish. However, competition may increase as the market gets saturated, albeit this will take some time to happen. Also, the presence of the unorganized market does provide room for competition. Thus, on the whole, competitive rivalry of the Indian paint industry is Low to Medium.

Availability of Substitutes - The availability of substitutes for paint is very


minimal. In the rural areas, lime wash is a conventionally used substitute for paint. In the decorative paint segment, an alternative option available for decorating walls today is wallpaper. Wallpapers tend to be a more convenient option and also prove to be visually more attractive for certain setups like small commercial establishments. Thus the availability of substitutes in the Indian paint industry is Low to Medium.

Threat of New Entrants - The paint market in India is dominated by a few


players, making it difficult for anyone new entering the industry to compete. However, established foreign players may pose a threat by virtue of the knowledge and expertise of their established business in another country. Thus the threat of new entrants in the Indian paint industry is Medium.

CHAPTER II

OBJECTIVES
1. To find the needs, requirements, problems faced by builders, contractors and dealers and get suggestions from them. 2. Understand the potential of the decorative paint industry in Navi Mumbai. 3. Find the leads for the company to increase in their sales. 4. Give recommendations to improve the market share.

CHAPTER III

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INDUSTRY OVERVIEW
PAST SCENARIO
Even till the early nineties, paints were considered a luxury item. Only people with high incomes were expected to decorate their houses with the use of paints. Paints, as a protective element, were totally unheard of. The industrial segment, which was traditionally a low user of paints, vis--vis its counterparts in the decorative segment too contributed to this notion. In line with this misconceived notion, the government drastically increased duties on paints in the early nineties with an aim to bolster exchequer revenues The result was obvious. This inevitably brought about a downturn in the fortunes of the industry. The products, which are highly price elastic, saw a negative growth rate of 20 % in 1991-92. The next year was also not good, registering a growth on only 2%, bringing it back to the 1990-91 level, thus corroborating he fact that the industry needed lower excise levels o grow. The industrial slowdown during that period also didnt help matters.

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In line with the liberalised policies and the realisation that paints is not necessarily a luxury items, duties were progressively reduced from 1993-94. This squared growth as most companies passed on duty reductions. Further, the entry of world majors in the automobile and while goods market in India since 1993 helped the market to expand Demand for auto paints shot up suddenly. Form a modest 8% growth rate in 1993-94, paint demand touched 12% in 1995-96. The duty cuts helped the decorative market to pick up, while the entry of the car and white goods manufacturers spurred consumption of industrial paints, which is still pathetically low at 30% of the total paints consumed in India.

Of late, the Indian paints industry has been splashed by a riot of colours, both bright and pale. With demand patterns indicating a steady growth, the future for paint majors appears colourful. In the past, consumers gained the impression that paints serve more of a decorative medium than their surface protective nature. Various companies have more or less portrayed paints as luxury products in their communication features. But, thanks to the changing profile of paint majors and their product positioning strategies, perception of paints is fast metamorphosing from luxury products to necessities. After a long period of constrained growth, the duty cuts over the last five years provided the much need relief to the industry. Postliberalization, the industry entered a new growth phase as demand from user industries picked up. The gradual reduction in excise duties began blunting the price competitiveness of the unorganized segment.

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CURRENT SCENARIO
The Indian Paint industry, estimated to be an Rs.21, 000 Cr. industries, has been growing at a rate of above 15% for the past few years. The organized players of the industry cater to about 65% of the overall demand, whereas the unorganized players take care of the remaining 35%, in value terms. The unorganised players mainly dominate the distemper segment. The industry consists of two segments, namely

Decorative segment caters to the housing sector and Industrial segment - consists of powder coatings, floor coatings and other protective coatings catering to the automobile, marine and other industries.

In the domestic market, Decorative segment accounts for 70% of the total demand for paints whereas the industrial segment accounts for the remaining 30%. Globally, the demand for paints is almost equally distributed, where both the segments account for close to 50% of demand.

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INDIAN COATINGS INDUSTRY


Education: There are various educational institutes offering degree, diploma and vocational course in paint technology. Exposure to industry for students is low. Applicator skill levels are low, with no thrust on formal training. R&D: Due to pricing pressures, the dependence on overseas partners for technology and due to economies of scale, the R&D spend in the Indian coatings industry is very low, and far lesser than even 1% of the turnover. Manpower: The lack of quality manpower is something that is plaguing the industry. The explosive growth of the industry is not being accompanied by the injection of new human resources into the industry. This is leading to a lot of intra industry attrition. The loss of resources outside the industry is also a worry. Luxury v/s Necessity Paradigm: In India, paints are still considered to be a luxury, and not a necessity. This is reflected not only in the purchasing mentality of the common man, but also in the government policies towards the industry. Extensive consumer education is needed.

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Rise in consumption:
1. Increasing level of income and education The increasing proportion of young population along with increasing disposable incomes is leading to a change in consumer habits. The Indian economy is shifting from a savings economy to a spending economy. With more income at their disposal, people are now ready to pay for better products and paint is no exception. Educated consumers are more brands conscious and seek value in what they consume. Thus, paint companies offering value-added features like non-toxicity, weather protection, texture, eco-friendly production, etc. will attract more demand. These value-added products enable the manufacturers to earn a better premium as compared to the regular paints, thus offering higher margins.

2. Increasing Urbanization: Urbanization is leading to a shift from temporary houses to permanent houses. Urban houses are well-designed in its interior as well as exterior aspect. This calls for more houses being painted using medium and premium paints. For urban houses, interior design is becoming a fashion statement and a lot of paint is used to decorate the interiors. This will lead to an increase in the per capita consumption of paint which will increase the overall demand of paint. Urbanization
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also brings more nuclear families. More nuclear families mean more number of houses even for the existing population thus further driving the demand.

3. Increasing share of organized sector: Decrease in taxes on key raw materials will improve the position of the organized players. The Organized sector is expanding its distribution network and adopting the installation of tinting machines at retail outlets. These tinting machines offer a wide variety of colour shade options to choose from. The unorganized players are not in a position to offer such facility as it is comparatively capital intensive. Shift in use, from distemper segment towards premier segment is also shifting market share from the unorganized sector to the organized sector.

4. Development of the Realty, Automobile and Infrastructure Sector: The growth of the paint industry is largely dependent on the development of the realty and housing sector, as decorative segment generates about 70% of the total paint demand from this sector. The Automobile segment generates more than two-third of the demand for Industrial paints, and hence is the growth driver for Industrial Paints. The Infrastructure segment creates direct demand for paints as well as creates indirect demand through supporting the growth of the realty, automobile, FMCG and other industries where paint is used. The growth potential in the above 3 sectors is immense, the paint industry being dependent on these 3 sectors is expected to grow along with them.

5. Availability of financing options: Easier housing finance and auto finance is expected to favour more people to buy houses and travel in personal vehicles. This will drive the growth of housing and automobile sector, of which the Paint industry will get its share.

6. Increasing Penetration in the Rural Markets: Paint usage in rural areas is generally in the distemper segment, hence dominated by the unorganized players.
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Demand in rural areas is dependent on agriculture, which is dependent on the monsoons. With the development of irrigation facility, the dependence of agricultural output on monsoons will be on a decreasing trend. Also, with the modernization of agriculture and accompanying development of rural India, consumer preferences are expected to improve. Paint companies are expanding their distribution network in rural parts of India, which is a relatively untapped market for the organized players. These factors supported by the increasing penetration of the paint companies will help drive the demand for paints.

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INDUSTRY SWOT ANALYSIS:

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A pictorial representation of the Paint industry in India:

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WORKING OF THE INDUSTRY

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From Past Experience


Growth of the paint industry has been consistent with the growth of Indian GDP. Paint industry has been growing at a rate of 1.5 to 2 times of Indian GDP growth. World-wide, the paints industry is cyclical with peaks, troughs and depressions. However, cyclically does not appear to be so strong in the domestic industry. Decorative paints are characterized by seasonally of demand. The Decorative segment shows a seasonal trend with sales peaking during the festive seasons in the months of September to November, whereas the demand is low in the monsoons. Thus my suggestion would be to focus more on the industrial segment during monsoons and also to communicate weather protection from rains if possible. The lower sales volume during the monsoon period is on account of sluggish construction activity. As this cannot be helped, a focus on re-painting with weather protection products combined with offers for the monsoon season may help in boosting sales.

Future Outlook for the Paint Industry


The Indian paint Industry has a wide potential for growth which is demonstrated by the fact that the per capita consumption of paint in India is merely around 1.25 kg as compared to about 20 kg in the developed countries or a global average of about 15 kg. So, the absolute consumption of paint in India is definitely expected to rise. Thus the Indian paint industry is in its growth phase and is expected to grow at a rate faster than that of GDP. The future prospects of the industry are strong. The market share of the organized sector is on an increasing trend. Globally, industrial paints from a major portion of the paints market while decorative paints are accorded secondary importance. In contrast, decorative paints dominate the Indian paint market. In tune with global partners, there is a paradigm shift taking place in the domestic paints industry with paint majors realigning their product mix in favour of industrial paints. The contribution of industrial segment will increase with the continuing economic development of the country. With India moving towards becoming a developed economy, the decorative to industrial paint ratio of 70:30 is expected to move towards the global average of 50:50.

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Capacity creation is an inexpensive proposition as paint manufacturing is typically marked by low fixed costs and high operating expenses, especially on raw material. The industry is largely dependent on economic and industrial activity and growth in user industries like construction, automobiles, consumer durables etc. augurs well for the domestic players. With intensity of rivalry increasing, success is going to be determined by supply of raw material, access to technology, ability to innovate, brand poisoning, price competitiveness and a strong marketing network Looking at the above points, we can say that the long term future prospects of the Indian Paint Industry appear to be very good.

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GLOBAL GIANTS IN INDIA

Akzo Nobel: Established presence in India in Refinish, Protective and Powder markets. ICI acquisition will give them a huge advantage in the premium decorative segment.

Asian Paints: No. 1 Indian player. BASF Coatings: Manufacturing in Mangalore. Focus on Auto OEM, Refinish and Coil.

Becker Coatings: JV with Berger for coil coatings in Goa. Behr Process Paints: Have just set up a R&D lab in Pune Further plans not revealed as yet.

Dai Nippon Toryu (DNT): Speculation suggests that they are looking for an Indian partner to tap the Auto OEM segment.

DuPont: Have a R&D set-up in Baroda. Could soon start rolling out Refinish and Powder paints. Have a technology transfer arrangement with Berger for Auto OEM primers.

Hempel: After many past alliances, have set up their own manufacturing in Pune mainly protective coatings targeted.

Jotun: Earlier had a small powder manufacturing operation in Gujarat. Have now set up a green-field site near Pune for making decorative paints, powders and protective coatings.

Kansai Paints: Majority stake-holders in KNP, who are the leaders in industrial coatings in India.

KCC: Looking to tap Auto OEM sector through globally preferred business with Hyundai Motors and also use their proposed Chennai base for Coil Coatings.

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Nippon Paints: Have set up operations in India with plans to manufacture decorative coatings, Auto OEM, protective coatings and coil coatings. Already established presence in the market, were looking at JV with Berger for plastic coatings in North India.

PPG Industries: JV with Asian in Auto OEM coatings. Have extended it to a second JV for other industrial coatings.

Sherwin Williams: Entered India in 2007 through the acquisition route acquired Nitco Paints. Currently in a consolidation phase which might entail more acquisitions.

Valspar: Servicing some global packaging coatings and general industrial coatings through imports. Have licensed agreements with Orbit Coatings for HR powders

Weilburger Coatings: In the process of setting up operations near Kolkata

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Indian Paint Market


In India, Indian Paint industrys total market size is US$1400 million. The organized sector of the industry is 55%. The 45% unorganized sector has about 2500 units. The big players and their market share-value of the organized sector are

Sr. No 1 2 3 4 5 6 7

Paint Industry Asian Paints Kansai Nerolac Paints Berger Paints ICI Jenson & Nicholson Shalimar Others

Market Share 37 % 16 % 14 % 11 % 6% 4% 12

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Market Share Scenario:

Areas of Concern
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Raw

material

Constraints-

Titanium

dioxide,

pthalic

anhydride

(PAN),

pentacrythritol, paraxylene, turpentine, white spirit, glyccrine, butanol and cobalt pigment are the major raw material components Being raw material intensive, its supply position impacts profitability to a large extent. Over the last few years, the share of raw materials in the cost pie has been decreasing and presently forms approximately 54 per cent of the total cost. Due to local shortages, domestic players are forced to import raw materials requirements in bulk. Added to this, long lead times compel players to maintain high inventory levels, thereby increasing their holding costs. This is more of a concern for the Industrial segment as compared to the Decorative Segment, as it is comparatively easier to pass on the costs in case of decorative paints. Also, a large portion of raw materials are imported, leaving the cost factor vulnerable to exchange rate fluctuation. Titanium dioxide, the most important raw material is available in two grades - rutile and anastase. Rutile grade titanium dioxide, the more expensive of two finds application in high value decorative paints and industrial paints. This raw material is always in short supply, both locally and globally. Kerala Minerals and Metals Ltd. (KMML) is the sole producer of rutile grade titanium dioxide in India. For a couple of years prior to 1996-97 supply levels in the domestic industry were adversely affected as production at KMML was lower due to power shortage in Kerala. However, there was some respite in 1996-97 as production increased easing the supply position to a certain extent. Even now, the country imports close to 50 per cent of its titanium dioxide requirements.

Locally, pthalicanhudride (PAN), the other major raw material is abundantly available with Thirumalai Chemicals being its largest producer in the country. Presently, this
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company has a capacity of 55,000 tons per annum (tpa) of PAN and plans to expand capacity to 100,000 tpa by the turn of the century. Considering high import duties, PAN is not imported because landed costs do not offer much incentive over domestic prices. However, the prices of this raw material softened in 1996-97 after ruling high during the previous year. For the paints industry, margins stand exposed to fluctuation in raw material prices till the supply position stabilizes. A majority of the pigments, solvent resins are from petrochemical products which are produced through crude oil refining. Hence, prices of crude oil in the global market have an indirect and significant impact on the industrys operations and profit earning capacity.

High working capital requirements - Working capital intensity is reflected by the fact that this forms 14 to 16 per cent of sales each year. Usually, it is the small players who are badly hit for funds because - one, they are not in a position to demand credit from suppliers and two, because of cutthroat competition, they have to supply products on credit. Paints are produced in batches and companies need to maintain a wide range of shades throughout the year even though sales are concentrated in the second half of the year due to seasonality of demand, this naturally translates into holding large inventory levels. Also, given the wide distribution network for most large companies, finished stocks at the dealer level are also substantial.

MNCs entering the Indian Paint Market - The entry of Established foreign players in the Indian market may increase the competition among the players of the industry. This may lead to price competition which may impact the profit margin of the companies. As a result, the increase in volume growth may not equally reflect in the profit growth for the companies. Demand scenario - Over the last few years, the spurt in demand for paints was due to the rationalization of duty structures coupled with revival of growth in user industries. In the early 90s high excise levels made the products of organized players price uncompetitive against paints manufactured by small scale units which paid no such taxes. However, in 1996-97, the growth surge of the previous year was not sustained
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by the paints industry due to the industrial slowdown and a cash crunch. Slowdown in decorative paints, the biggest chunk of the paints market resulted in industry sales turning sluggish. As compared to a growth of 12 to 14 per cent posted last year, the decorative paint segment registered a lower growth of 8 to 10 per cent. On the other hand, industrial paints posted a growth rate of nearly 15 per cent compared to over 20 per cent in the previous year. With competition heating up, paint majors were forced into discount wars in order to protect their market shares. Since the early 90s, the production of paints has been fluctuating. In fact, the production trend turned negative during 1990-91, for the next two years, the demand growth was marginal and only picked up from 1993-94. This was the time when excise duties were lowered and import duties slashed. Over the last three years, the domestic paints industry has been booming with growth rates moving into double digits. In expectation of an upsurge in demand, all major players are putting up fresh capacities apart from expanding existing ones. Over the next few years, growth in the decorative segment is expected to stabilize in the 10 to 12 per cent region while industrial paints are expected to register a higher growth rate of 15 to 17 per cent. Within decorative paints, the market for enamels and distempers is expanding faster than emulsions. There are two reasons for this - one, demand for distempers is increasing due to widening of the user base, two, due to merely used distempers are moving on to enamels, leading to higher growth for this segment. Companies which have high revenues, efficient operations and distribution network, comfortable debt levels and robust capacity expansion plans will be best suited to capitalize on the growth prospects

THE FUTURE
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Increased thrust on water-based technologies. Major consolidation expected in the next few years. Point-of-sale tinting will become a force in architectural coatings Organized retail will directly boost architectural & indirectly boost some segments in industrial coatings Aggressive marketing in architectural coatings With many OEMs setting up shop in India, a lot of institutional sales will be generated in industrial coatings (Auto/GI/Powders) The paint manufacturing and application segment could be bound together more closely with possible integration as well Shortage of skilled manpower Difficulties due to sudden mandatory introduction of legislations Continued growth in architectural and industrial segments, with the latter likely to grow at a faster rate. Double digit industry growth has been foreseen.

CHAPTER IV
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COMPANY OVERVIEW

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Company Profile
Kansai Nerolac Paints Ltd. (KNPL), the Indian subsidiary of Japan based Paint Co. Ltd, is the second largest paint company in India with presence in decorative paints as well as industrial paints & marine paints, enamels, varnishes, coatings, resins etc. It is the second largest coating company in India and market leader in Industrial Coatings. Its Industrial Coatings it has a wide range of products in the Automotive, Powder, General Industrial and High performance Coatings space. Company manufactures a diversified range of products for every surface. The company markets its products under the brand names Excel, Suraksha, Impressions, Beauty, Lotus touch. Kansai Nerolac has been a cherished name in millions of households across the length and breadth of India. It is a global leader in innovation and is known best for its product innovation, R&D and sensitivity towards the environment, Kansai commands a leadership position in providing state-of-the-art solutions in dcor and in industrial applications in South East Asia, also parts of Africa, Europe and America. Kansai Nerolac has always believed that the key to its business is: Technology Research & Development Innovations Quality

Background
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The Company was established in 1920 as Gahagan Paints and Varnish Co. Ltd. at Lower Parel in Bombay. In 1930, three British companies merged to formulate Lead Industries Group Ltd. In 1933, Lead Industries Group Ltd. acquired entire share capital of Gahagan Paints in 1933 and thus, Goodlass Wall (India) Ltd. was born. Subsequently, by 1946, Goodlass Wall (India) Ltd. was known as Goodlass Wall Pvt. Ltd. In 1957, Goodlass Wall Pvt. Ltd. grew popular as Goodlass Nerolac Paints (Pvt.) Ltd. Also, it went public in the same year and established itself as Goodlass Nerolac Paints Ltd. It came into the fold of Tata Forbes Group in 1976, as its foreign holdings were acquired by Forbes Gokak. It turned into Joint Venture Company in 1986 as the foreign collaborator Japan based Kansai Paints picking 36% of equity capital of the company. With the acquisition of entire stake of Forbes Gokak and its associates by Kansai Paints it became the subsidiary of the latter in 1999. On the 11th of July, 2006, Goodlass Paints Ltd. name has been changed to Kansai Nerolac Paints Ltd. During the journey of continuous performance excellence, they have entered in to much technical collaboration with other industry leaders such as E.I. Du-Pont de Nemours &Company Inc., USA and Oshima Kogya Company Ltd., Japan for different products. The incessant journey of successes will go on backed by their present human asset of over 2000.

VISION, VALUES AND CULTURE


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In todays dynamic business environment, no organization can afford to survive without a well-articulated and carefully thought vision stating the overall strategic direction and long-term future of its business. Kansai Nerolac Paints have been at the forefront of paint manufacturing over eight decades pioneering a wide spectrum of quality products that change the face of economy and lifestyles of people at large. Nerolacs vision is to leverage global technology, for serving their customers with superior coating systems built on innovative and superior products and world class solutions, to strengthen their leadership in Industrial coatings and propel for leadership in Architectural coatings, all to the delight of their stakeholders. They firmly believe that it is not only the vision of where they wish to go which will form a cornerstone of all their further growth, but also their conviction to the fact that the values based proposition has to be ultimate foundation of their business. To this end they consciously have internalized and been practicing these values in all their business transactions though human beings: Innovation Entrepreneurial Responsive Simplicity Team Orientation
Compete Through Innovation

The keystone of Kansai Nerolac's success has been its investment in technology and the importance given to Research and Development. The company has, over the years, set up excellent facilities for developmental research, improving its manufacturing processes and continuously innovating on its products. The rich cumulative experience of the organization gathered over 80 years of experience provides a strong backbone to all kinds of decisions taken in this company. 80 years of learning in trade and market has given enough expertise to innovate and develop products and services according to the changing needs and desires of customers. Nerolac paint technology cuts across all barriers; without discriminating between uses or users. The past decades have seen a meteoric rise in the fortunes of Kansai Nerolac. Today, they are the second largest paint company and a recognized leader in their chosen fields. The company was adjudged the fastest growing paint company in the organized sector, not once but thrice-in consecutive years. Work Culture

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The work culture is very friendly and accommodating. In todays dynamic business environment, organization cannot afford to survive without a well-articulated and carefully thought vision stating the overall strategic direction and long-term future of its business. KNPL have been at the forefront of paint manufacturing over eight decades pioneering a wide spectrum of quality products that change the face of economy and lifestyles of people at large. The Vision is to leverage global technology, for serving customers with superior coating systems built on innovative and superior products and world class solutions, to strengthen the leadership in Industrial coatings and propel for leadership in Architectural coatings, all to the delight of the stakeholders. Not only vision but also values are important for all business transactions. The values which are followed by company are: Innovation Entrepreneurial Responsive Simplicity Team Orientation Nerolac is carrying on strong since 1920. Following are its strengths that have kept this company in good faith. Nerolac is a company with very clear and well-defined vision and very strong values. Clarity of vision and strong foundation of cultural values have always kept this company in good stead. Its ethical conduct has always guarded it against any possible traps and pit falls. They have made sure that the distribution hurdles and the climatic vagrancies do not affect the quality of their services. This same commitment will ensure that Kansai Nerolac will march towards its centennial year, fully dedicated and invigorated, in step with the exciting wave of industrialization and modernization pervading through the new India.

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CODE OF CONDUCT The Board of Directors of Kansai Nerolac Paints Limited has adopted the following Code of Conduct for the Board of Directors and senior management of the Company. For the purpose of this Code, the term senior management shall mean personnel of the Company who are members of its core management team excluding Board of Directors. This would comprise all members of management one level below the executive directors, including all functional heads. The Code has been adopted, effective the 31st day of December, 2005.This code should be read in conjunction with the Code of Conduct for managerial and executive staff, the Code of conduct for prevention of insider trading and code of corporate disclosure practices and the Policy on appropriate social conduct at workplace and such other policies/codes that the Company may from time to time formulate in pursuit of its commitment to the core values of integrity and honesty. The Company shall always strive to maintain the highest standards of conduct in all its endeavours. The Companys Directors and senior managers have a responsibility to lead by example, acting with truth, sincerity and fairness in all decisions. The Code is intended to serve as a source of guiding principles for directors and senior managers. This Code cannot be expected to address every expectation or condition regarding proper and ethical business conduct. Each Director and senior manager is expected to comply with the letter and spirit of this Code using good common sense and professional ethics as the best guide. CONFLICT OF INTEREST Directors and senior managers must avoid any conflict of interest with the Company. A "conflict of interest" occurs when the private interest of a Director/senior manager interferes in any way, or appears to interfere, with the interests of the Company as a whole.

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While this Code does not attempt to describe all possible conflicts of interest that could develop, nevertheless, some of the more common conflicts that Directors and senior managers must resolve or avoid, however, are set out below:

A conflict situation can arise when a Director/senior manager or a member of his family take(s) action or has/have interests that may make it difficult for the Director/senior manager to make decisions on behalf of the Company objectively and effectively.

A conflict of interest can also arise when a Director/senior manager or a member of his family receive(s) improper personal benefits as a result of the position of the Director/senior manager in the Company.

It is a conflict of interest to serve as a Director of any company that competes with the Company. Family can be considered to consist of the Director, his spouse, dependent children and dependent parents. If a Director/senior manager believes that he has an actual or potential conflict of interest with the Company, the Director/senior manager shall notify the Company / Board of Directors as promptly as practicable and shall in any event not participate in any decision by the Board of Directors that in any way relates to the matter that gives rise to the conflict of interest. Directors, senior managers and their families shall abstain from offering or accepting gifts from persons or firms who deal with the Company where such gift is being made in order to influence the actions of the director/senior manager, or where acceptance of the gift could create the appearance of a conflict of interest. CORPORATE OPPORTUNITIES Directors and the senior managers owe a duty to the Company to advance its legitimate interests. Directors and senior managers are prohibited from taking for themselves opportunities or personal gain through unauthorized use of corporate property, information and position or competing with the Company for business opportunities

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CONFIDENTIALITY

Directors and senior managers must, during their term of office and after leaving the Board/services of the Company, maintain the confidentiality of information entrusted to them by the Company and any other confidential information about the Company that comes to them from whatever source, in their capacity as Directors/ senior managers, except to those people who have an appropriate reason to have access to the information. For purposes of this Code, confidential information" includes all non-public information that might be of use to competitors, or harmful to the Company or its customers, if disclosed. COMPLIANCE WITH LAWS, RULES AND REGULATIONS Directors and senior managers shall comply with laws, rules and regulations applicable to them as Directors and senior managers of the Company, including laws on prevention of insider trading. PROTECTION AND PROPER USE OF COMPANYS ASSETS Directors shall protect the Companys assets and ensure their efficient use for legitimate business purposes. FAIR DEALING AND ETHICAL BUSINESS CONDUCT Directors and senior managers must observe the highest ethical standards and act with integrity and honesty to promote an environment that encourages the employees of the Company to sustain and enhance the reputation of the Company and treat each other as well as customers, suppliers, and competitors with fairness and respect. Directors and senior managers shall not take unfair advantage of anyone through manipulation, concealment, abuse of privileged information, misrepresentation of material facts, or any other unfair dealing practice. Conduct that raises questions about the integrity, character or impartiality of the organization, which can damage the reputation of the Company, or creates an appearance of illegal, unethical or improper conduct, is prohibited

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ENCOURAGING THE REPORTING OF ANY ILLEGAL OR UNETHICAL BEHAVIOUR

Directors and senior managers of the Company shall endeavour to promote ethical behaviour and to provide an opportunity to employees to report violations of laws, rules, regulations or codes of conduct and policy directives adopted by the Company to the appropriate personnel without fear of retaliation of any kind for reports made by the employee in good faith.
HANDLING NEWS ABOUT THE COMPANY

Confidential information about the Company, including information that can be expected to have an impact on the market for the Companys shares may be released only in accordance with the Company guidelines and the relevant regulations of the Stock Exchanges and the Securities Exchange Board of India
COMPLIANCE PROCEDURES

Senior managers and Executive Director(s) shall communicate any suspected violations of this Code, including any violation of law or governmental rule or regulation, promptly to the Managing Director. Directors, other than the Executive Director(s) shall communicate any suspected violations of this Code, including any violation of law or governmental rule or regulation, promptly to the Board of Directors. Alleged violations shall be investigated by the Board or by a person or persons designated by the Board and appropriate action shall be taken in the event of any violations of the Code. ANNUAL CERTIFICATION All Board members and senior management personnel have to confirm compliance with the Code on an annual basis. The Annual report of the Company shall contain a declaration to this effect signed by the Managing Director who is the Chief Executive Officer.

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Product Profile
Interior Paints

Exterior Paints

Wood Paints

Metal Paints

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MARKETING STRATEGY Marketing is the management process that identifies, anticipates and satisfies customer requirements profitably. Philip Kotler at Nerolac, the marketing function has been one of the pillars behind building a successful organization. They believe their key strength lies in understanding the consumer and communicating with him in a language they understand and relate to best. Nerolac commercials have been well -loved over the years and its jingle 'Jab ghar ki raunaq badhaani ho...' is now a familiar tune in every Indian household. Promotional activities play a greater and important role in the entire marketing effort being carried out by Kansai Nerolac Paints Ltd., are to generate more sales as well as to create and maintain an image of its product. Thus Kansai Nerolac Paints Ltd. carried out its promotional activities as a controlled and integrated program of communication and material design to present its products to the prospective customer. It also helps in communication the need satisfying qualities of paints, to facilitate the sales and eventually to contribute towards the profit in long range. The tools used by Kansai Nerolac Paints Ltd. for fulfilling the various purposes of its promotional activities are the following:

Point of sale display Dealers sales contest Advertising Sales promotion through special event market. Sales promotion through salesman i.e. personal selling. Incentives. Painters Meeting. Tokens. Discounting Strategy

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Over the years, Nerolac has undertaken several initiatives, which have met with unprecedented success and really made people really sit up and take notice of the brand. Beginning with the introduction of the new Brush stroke logo, this stands for the process of painting. It depicts motion, dynamism and progress through change. The signal red colour, which is the colour of Nerolac, is symbolic of eternal joy and hope It has now become an integral part of our brand identity and now appears as a sign-off on any kind of communication. Another one of the marketing initiative was the unveiling of the new corporate campaign with Mr. Amitabh Bachchan as their brand ambassador. In this campaign, Mr Amitabh Bachchan embodied Nerolac and showed how it touches the lives and dreams of people no matter who they are and where they come from. The essence of this thought was captured in the new baseline Yeh Rang hain jo har kisi ko chhoota hain. Apart from the corporate campaign, they also released a new commercial for Nerolac Suraksha with Mr.Bachchan. Focusing on the fast growing exterior category, this commercial playfully demonstrates Suraksha's proposition of protection. Another one of the initiatives launched, during the festival season of Diwali was Har DinDiwali a promotional campaign aimed at the customer. The unique feature of this campaign was the opportunity to win daily prizes throughout the entire duration of 55 days of the campaign. In addition to the daily prizes there was also a grand bumper prize to be won. For sure this was one campaign that was a runaway success. Complimenting their core business of paints last year also saw the launch of Nerolac Assured Paint Service. Designed to bring the Nerolac experience right to the consumers' doorstep, it met with an excellent response. Currently available in Mumbai, consumers can now relax while the Nerolac team takes over the entire paint job right from sourcing to execution. In their effort to becoming consumer friendly, this year they also undertook the exercise of redesigning their shade cards. The new look shade cards are not only eye catching and consistent in appearance but also try to make the process of shade selection for the consumer lot more interesting and convenient. Besides all these promotional activities the most important was the promotional campaign Rishta Rangon ke Sang.
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This was first launched in the year 2006.This was a grand success in that year. Following the success of the Rishta Rangon ke Sang 2006 the company re-launched this again in the year 2007.Again it proved to be a grand success. This program was to strengthen the cherished relationship between the company and its customers. This year also Kansai Nerolac Paints Ltd. has launched this program once again. Lets see how well this program performs this year. What is all about the program Rishta Rangon ke Sangh? It is an exciting new program that aims to reward the contractors, painters and the customers for every litre of Nerolac paint they purchase from any Nerolac CCD outlet in some selected towns. From gift vouchers to an exotic international trip to goldthere a number of gift options. The rules are simple too-the more Nerolac paint one purchase the more he can gain as each litre purchased takes him closer to his dream trip to Singapore. Kansai Nerolac in the recent past have increased focused on safer, eco-friendly paints using new technology to produce low VOC (Volatile Organic Compound), lead free paints enhancing the in-home environment. Some of the new advanced products launched by the company include Nerolac Impressions Eco-clean and Nerolac Excel Total with heat guard and now our entire range of water based products is Low VOC. Announcing this landmark development, Mr. H. M. Bharuka, Managing Director Kansai Nerolac Paints Ltd. said, We have significantly improved our product offering with a new range of eco-friendly products that have been produced using advanced technology, conforming to highest norms of health and environment safety. At this point we felt the need of an ambassador who reflects this and who could help us effectively communicate this to our consumers. Shahrukh Khan was a perfect choice for us and we are extremely happy to have him. Kansai Nerolac has effectively used film personalities in the past to endorse and represent its brands. Some of the previous super stars include mega star Amitabh Bachchan, and Mohanlal.

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Commenting on the marketing initiatives planned, Mr. Anuj Jain, Vice President Marketing & Sales (Decorative), Kansai Nerolac Paints Ltd. Said, Shahrukh Khan enjoys a mass appeal and is amongst the most popular personalities in the country. We have planned a nationwide television campaign as well as outdoor and print in select markets across India. He will also front a series of strategic marketing initiatives of the company. Nerolac is an interesting brand story. This brand which has a rich heritage of over 97 years is on an aggressive mode in the Rs 2.1 Billion Indian paint market. The company which created this brand was born in 1920 as Gahagan Paint and Varnish Co in Mumbai. In 1957 the company was transformed to Goodlass Wall Pvt Ltd later to Goodlass Nerolac Paints Ltd . The company was a part of the Tata Group till 1999 when its technological partner - Japan based Kansai Paint Co Ltd took a controlling stake in the company from the Tata Group. Now Nerolac is a subsidiary of Kansai Paints and the company has been rechristened as Kansai Nerolac Paints Ltd. Nerolac is a leader in the Industrial paint segment of the Indian paint market. The Indian paint market is huge with an estimated market size of over Rs 17000 crores of which decorative paint segment constitutes over seventy percentages. The market is typically Indian which means that it is fragmented. According to a report by the brokerage firm Equity Master, the unorganized sector commands around 35% of the market. In the organized decorative paint segment, Asian Paints is the market leader with a share of 30% followed by Nerolac with 20%, Berger Paints with 19% and ICI with 12%. Nerolac from the beginning of 2000 has been trying to attain leadership position in the decorative segment and the fight makes it a really interesting brand story. Nerolac had to fight the tremendous brand equity of Asian Paints in that segment. Nerolac is a brand which never hesitated to invest in promotions and brand building. The brand has a really commendable awareness which was created through heavy brand promotions. The jingle " Jab Khar Ki Raunak Badhana ho, Deewaroan ko jab sajana ho , Nerolac , Nerolac " still lingers in the memory of the public. Such catchy jingles and campaigns lifted the brand to double digits market share levels but could not bridge the gap with the market leader.
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It was in 2003 , that the brand made a huge plunge in celebrity driven promotion by roping in Amitabh Bachchan. The endorsement from Big B was big news at that point in time. One of the major positioning moves for Nerolac also happened at that time. Nerolac was originally positioned on a beauty-enhancing proposition. The brand talked about decoration and in a plain speaking style successfully associated itself with that proposition otherwise that jingle could not have survived this long. In 2003, the brand tried to emulate the Asian Paint's positioning based on colors. The ads featuring Big B had the tagline "Ye Rang Jo Hain, Zindagi ko Chootha hai" ( This color touches your life). In my personal opinion, the adoption of a positioning similar to Asian Paints confused the consumer. Although the endorsement of Big B put the brand on a high awareness state, the similarity of positioning had a negative effect on the association of brand and celebrity. I remember reading a report which mentioned that during the Big B endorsement, when consumers where asked about the brand which Big B endorsed, rather than Nerolac, they mentioned Asian Paints. Before that positioning change in 2003, Nerolac had many things going for it. The brand had very powerful brand elements like the jingle and even a popular mascot - a painting tiger named Goody. The mascot was very popular and shared a powerful association with the brand. But the mascot was discontinued in 2003. Goody was created in 1970 to act as a differentiator and also create an identity for the brand. Since there were many players, the owners wanted as mascot to make the brand stand out. The decision of dropping such a powerful popular brand element was a mistake that Nerolac made. The brand should have made the mascot contemporary and that could have added some additional power to the brand.

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Print ad for in 2003:

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During the late 2008, the brand still felt that it is not able to close the gap between itself and the market leader. The association with Big B was discontinued and the brand went for non-celebrity campaigns. This year, the brand decided to make another high profile attempt using none other than Shah Rukh Khan to endorse the brand. The brand is now running lot of TVCs featuring the new celebrity ambassador. In a significant move the brand has repositioned itself. In tune with the global positioning of its parent Kansai Paints, Nerolac also adopted the positioning based on environment -friendly attribute. The new campaign positions Nerolac as a healthy paint with no lead content and Eco-clean property. Shah Rukh sells this idea through the TVCs So far Nerolac's major marketing issue was its inability to create a meaningful differentiation from Asian Paints. While Asian Paints established itself on the Colour platform, Nerolac was confused about its own strength. This was reflected in most of their campaigns. Although the campaigns were well made, these ads did not reflect any image for Nerolac. Now the brand seems to focus on the Environment Friendly Healthy Paint as its core positioning platform. The question is whether this positioning is important and meaningful for the consumers. It is true that Indian consumers are aware of the harmful effects of paint fumes. But this issue happens only during paining and after the painting is done, the harmful effects are hardly noticed. So will a focus on the Healthy Paint attribute be considered a powerful differentiator? Healthy Paint is a meaningful differentiator but not a powerful or sustainable one. Asian Paints or any other competitor can easily achieve parity with this feature. In fact Nippon Paint is already running a campaign for its Odour free paint product. In comparison with Asian Paint's focus on colours, Nerolac needed a much more powerful emotional differentiator rather than a eco-friendly platform because eco-friendly has now become a most used one rather a pass. Every brand talks about its eco-consciousness in one way or other. So putting that as the main positioning may not stand against a powerful competitor like Asian Paints. Having said that, the presence of Shah Rukh Khan will give a terrific boost to the brand. But this boost will be because of the celebrity power rather than the brand power and will fade when the association stops. The brand have adopted the tagline "Kuch Change Karo, Chalo Paint karo" roughly meaning, " Change Something, Start Painting " . Frankly I did not exactly got the
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idea behind the tagline. The tagline is not at all related to the core positioning of a Healthy of that Paint. core So there is is the some confusion for regarding of the core brand errors. mantra. Theoretically the taglines are derived from Core Brand Mantras and the lack mantra reason most positioning

On a branding perspective Nerolac still needs to identify meaningful positioning to beat Asian Paints. Environment Friendly or Healthy Paint is an idea whose time has not come to India as of now.

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Latest campaign by Kansai Nerolac Paints:

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TOP COMPETITORS OF KANSAI NEROLAC PAINTS

Kansai Nerolac Paints Ltd. is the second largest paint company in India with a market share of 20% and sales turnover of Rs.1226 crore. It is the market leader in industrial / automotive segment supplying over 90% of the OEM requirements. It is the leader in powder coatings. Kansai Nerolac Paints Ltd. [KNPL] with its two wholly owned subsidiaries Saurashtra Paints Ltd., Ahmedabad and GNP Madras Ltd., ranks second in the industry. It is recognised as the leader in the industrial paints segment with a market share of 41 per cent. The company has a tie up with Kansai Paint Company of Japan, a world leader in paints, which holds 65 per cent stake in GNPL. Having derived maximum income in industrial paints from Maruti Udyog Ltd. (MUL) until recently, the company has now widened its client base to include many other automobile manufacturers like Mitsubishi Lancer, Hyundai Motors and Telco. Significantly, the company continued to fare well despite the slowdown in the automobile segment and with the industrial paints segment likely to witness good growth in the medium term, KNPL appears to be in a fairly advantageous position and should be able to reap rich benefits in the future. Talking of the competitors, there are three major competitors of Kansai Nerolac Paints Ltd.1.Asian Paints Ltd.2.Berger Paints (India) Ltd.3.ICI Paints Ltd. Besides all the above three companies there are few more companies which have been operating in the market viz. Shalimar Paints, Rajdoot Paints, Jenson & Nicholson etc.

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1) ASIAN PAINTS LTD

Asian Paints is the Indias largest and the Asias third largest paint company today with a turnover of 44.04 billion. Asian Paints operate in 20 countries and 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 Ltd. Apco coatings, SCIB Paints and Taubmans. Asian Paints India Ltd. (APIL) has the distinction of being the market leader in the paints industry and commands a market share of 37 per cent. It commands 38% in the decorative paints segment and 15% share in the industrial paints segment. The company's dominance is on account of its presence in almost all types of paints segments such as primers, wood finishes and metal paints besides wall paints while other players cater to niche markets, APIL sources its raw material requirements of pthalic anhydride and pentaerythritol from its own in-house plants, which provides it an edge over its competitors by reducing its raw material costs. The company has a strong presence abroad with joint ventures in Fiji, Tongo, Solomon Islands, Nepal, Mauritius and Australia. What keeps it ahead of its contemporaries is product innovation; for instance it was the first in the industry to tap the exterior paints segment. The major products of Asian Paints are Altima, Apex, Royale, Apcolite, Ace etc.

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2) BERGER PAINTS (INDIA) LTD

Berger Paints is the countrys third largest paint manufacturer and the second largest decorative paint player. Berger is headquartered in Calcutta and services the market through a distribution network comprising of 75 stock points and 12,000+ paint retailers. Being an ISO 9001 company, their quality product has attained instant recognition, worldwide, and continues to meet quality requirements that are demanded today even in the domestic market. A leading player in the industry, Berger Paints boasts of a market share of 15 per cent. It is predominantly engaged in the decorative paints segment, which is responsible for two-thirds of its sales, remaining earnings come from the industrial paints segment. Berger has two plants located at Howrah and Pondicherry for producing synthetic resins and paints respectively; besides these it also owns wholly owned subsidiary Beepee coatings, a manufacturing unit in Gujarat. The company enjoys the benefits of technical tie-ups with Valspar Coatings, USA and Herberts, Germany for heavy-duty coatings and automotive coatings respectively. Berger Paints is a company with fairly sound fundamentals and a steady financial track record.

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3) ICI PAINTS LTD

ICI India Ltd. (ICIIL) is a part of the Imperial Chemicals Industries (ICI), UK which is a world leader in paints. The company has diversified interests and is not purely a paints company.ICI Paints is the countrys fourth largest paint company. ICI Paints, headquartered in UK and manufacturing in 24 countries, has some of the worlds top paints and decorative product brands.ICI India manufactures and markets paints, specialty chemicals, adhesives and starch. With employee strength of about 900, ICI Indias manufacturing sites, business and sales offices and distribution network span the length and breadth of the country. In the decorative business, ICI's exterior paints portfolio exhibited a strong performance. Commendable growth was registered by our exterior emulsion brands Weather shield and Super cote. Our retail tinting package 'Colour Solutions' is emerging as the preferred choice for top quality paint retailers in the country, backed by strong retail brands like Dulux Velvet Touch, Acrylic Emulsion and Gloss. The company, which was a leader in the premium emulsion paint market, has now lost out to Asian Paints in the same category

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Manufacturing Facilities
Manufacturing is a very important function for the paint industry. Nerolac has made sure that its manufacturing facilities are world class. Nerolac has five manufacturing units located at: Perungudi (T.N.), Vatva (Gujarat), Jainpur (U.P.), LoteParshuram (Maha.) & Bawal (Haryana).

The total installed capacity of all the units put together is 158300 TPA. Its latest unit is at Bawal, which was commissioned in March 2005, with a capacity of 20400 TPA with an investment of around Rs.100 crore- all through internal accruals.

Distribution network
Nerolacs strength of wide spread distribution network is its right arm in generating sales revenue from all parts of India. Nerolac has a wide distribution network of over 11,000 dealers. They have eight Sales Divisions and each division has depots to take care of local needs. In all they have 66 depots. All this ensures complete reach in India including rural and up country markets

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SWOT ANALYSIS

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CHAPTER V

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RESEARCH METHODOLGY

In order to understand what Builders & Dealers look for 2 questionnaires were made:

Designing the questionnaire


The idea was to be able to understand the standing of Nerolac in the minds of the customer as well as the business potential that they have. Apart from this, the design was such that it would not take more than ten minutes of a persons time. In order to be better equipped while designing the questions, I first understood the distribution network. Also, not making any assumptions on how Nerolac is placed amongst competitors in the minds of the customers was important. The questionnaire for Builders covered the following aspects: Understanding the biggest influence while selecting a particular brand Experience with Nerolac if applicable Understanding of requirements/problems/suggestions given by the builder Potential of the Builder (through completed, ongoing and future projects) Time when painting would be starting for ongoing projects The questionnaire for Dealers covered the following aspects
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Brands sold Retail to project ratio Brand that sells the most Yearly purchases Status of Nerolac Reason for not selling Nerolac Suggestions/problems faced Builder and contractor clients if applicable.

CHAPTER VI

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Analysis

1) Business Potential: On surveying the 14 Dealers it was found that Business

Potential of 7 Dealers is Rs 8 crore approximately.

2) Dealers Engaged in: Survey result found that Retail is 61% and project is 31

% of the sale of the dealer.

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3) Dealers dealing in Interior or exterior paints: Only Exterior paints 36% Exterior & Interior Paints 64%

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4) Reason for less sale of KNP:

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5) Demand for paint by dealers:

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6) Areas with the number of projects coming up:

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CHAPTER VII

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FINDINGS

1) The potential is Navi Mumbai is high as there are many new projects coming up.

2) Asian paints led the demand requirement of dealers followed by ICI.

3) This was due to the high demand and good service provided by Asian paints.

4) Less number of demands was the biggest reason behind low sale figure of KNP. This was followed by bad service and margin given to dealers.

5) Dealers were dealing more in both category of paints, this shows that there was more demand by new buildings as compared to just C.H.S.

6) Project sales are a smaller part of the business of the dealers as compared to retail sales. Still its not a very small part and has huge potential to grow.

7) There is huge potential for the company to increase its sales in Navi Mumbai if they are able to attract the dealers as they have huge business potential.

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CHAPTER VIII

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OBSERVATIONS:
On the basis of the questionnaire, following analyses were made

The dealer deals with different brand of paints. The ones which they generally keep in stock are Kansai Nerolac, Asian Paints, Berger, Shalimar and ICI Dulux paints.

The demand for paint varies in accordance to the area specified. The brand which is generally demanded by customers is:-Asian paints, Nerolac paints, ICI paints, Berger.

The dealers generally dont recommend anything to the customer; they give what the customer demands. In case, the customer is a bit confused about the quality of the product, then the dealers recommend the brand which they have.

Dealers are free to place any order. There is no minimum order as such.

Transporters behaviour, ease and flexibility of placing an order are good for Nerolac paints.

Quality maintenance, condition of product is very good for Nerolac paints.

Nerolac give incentive on basis of volume they buy. Other incentives being given are local trips, foreign trips, and discount coupons, materialistic things like fridge, AC.

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Asian paints performance is great while Nerolac paints performance is good in case of promotional activities, commercial terms, and service of sales persons.

However delivery time, customers orientation is good for Nerolac paints.

The problem which we found out is the efficient service, end customer reach and availability of shades and colours. This problem has to solve as soon as possible.

Company provide assistance to dealers in promotional activities. For eg: Contractors meet, painters meet, texture trainings, flexes etc.

If dealers face any kind of problem from customers side, the sales executive takes care of it.

Company provide training to painters whenever new product, new finish is introduced and skilful work is required.

If the product is defective, company takes back the goods. In this case a return goods voucher (RGV) is issued which contains the DOP and the batch number. If the goods are returned within 3 months, dealer gets sales tax refund.

According to most of the dealers and contractors Kansai Nerolac is a good brand but if the improvements can be done with respect to its service, end customer reach and marketing it can be better than most of the other brands that are available in the market

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CHAPTER IX

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RECOMMENDATION

1. Dealers keep the brand which sells the most and Nerolac has very low demand. This means that even if Nerolac increases the margins and credit period very few dealers will be ready to switch as they feel they will not be able to sell.

2. Asian paints very low margins and credit period. If we can convince builders and contractors to use our products by way of regular communication and relation building, dealers will switch to Nerolac as it offers better rates and credit periods. Many dealers mentioned that they do not want to stick to Asian paints because of low profits, but are compelled to do so because of demand.

3. A large number of fakes of Asian Paints have come into the market. Nerolac could send the message that they take a lot of care to ensure that products being sold in the market are genuine.

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4. Competitive Offers.

5. Communication has to be regular and there needs to be an interaction at

various stages.

6. When called for sampling Representative coming to give suggestions for

shades/ textures.

7. Inspecting the site and giving feedback.

8. Monitoring the work being done by the contractors.

9. Taking back material if it does not match expected quality standards. The

biggest player in the market Asian Paints has representative meeting the top management regularly.

10. Most builders these days base their choice of brand on sampling done. Their expectation today is not of one square foot but an entire room or flat.

11. Targeting the architects: Most builders mentioned architects as the biggest

influence while making paint decisions. However, the architect, almost never mentions a specific brand, but a specific shade. These clients have Asian
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Paints fan-decks at their disposal and thus invariably end up choosing from them. Thus Nerolac should start distributing fan-decks to contractors, builders and architects, The Asian paint strategy is to distribute multiple fan decks to contractors and they further distribute these to Architects, thereby marketing themselves for free.

12. I would also suggest sending our company profile, product list with rates to Builders. This is the quickest and cheapest way to become part of their consideration set.

13. Technical aspects: There were various aspects mentioned by the Builders

including wash ability, durability, resistance against dirt, alkali, moisture, eco friendliness, coverage, guarantee, passing the peel off test. Also paint has to be easily applicable on any surface. Innovation is required in application methods in order to improve efficiency. The equipment used to apply the paint must also be different for different surfaces/paints.

CHAPTER X

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LEARNINGS

As this sector was very new for me, there were many things to learn. With the help of all the persons in company I learnt many things, those are as follows: Knowledge of paint Industry- how it works and what are its products. Supply Chain management of Paints Industry, Distribution Network.
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Different ways to approach different people in order to collect the unbiased data

Ways of building relationships with the distributors, end customers and other components of the business network and its importance to maintain it for the growth and development.

Many ways to explore the potential of our product in market. Importance of finding the data on time and documenting it. Understanding relationship building with dealers, contractors and builders. How important it is to understand the timely supply of goods which was one of the problems that Nerolac was facing in the market.

Time management was another important aspect that i learnt. Communicating the requirement of the survey effectively to the dealers. Wearing a different mask to take correct data from the dealer as at times they are not ready to share information with students and at that time being a Nerolac employee seemed to work.

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