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NEHA GOGIA
CUSTOMER SUPPORT MANAGER, MORE MEGA STORE KIRTI NAGAR
Phone: 0120-2320062
After Hours: 0120-2320132
E-mail: admissions@niet.co.in
Website: www.niet.co.in
This is to certify that Mr. Ambika Pandey, a student of Master of Business Administration
(MBA) Program (Batch 2015-17) at this Institute has undergone Summer Training in the
More megastore kirti nagar, New Delhi , from 10 June 2016 to 20 july 2016 and carried
out a study titled Marketing Strategies of More Mega store Kirti Nagar.He has
prepared a report on the study carried out by his in the organization .The student has also
made a presentation before a panel of experts at the Institute.
(DR.GAURAV AGRAWAL)
AssistantProfessor
Assoc. Prof. & Head
(Dr. Dileep Singh)
Certified
DECLARATION
DATE
(AMBIKA PANDEY)
Roll No. : (1513370008)
ACKNOWLEDGEMENT
I express my sincere gratitude to Dr. Dileep Singh, worthy Principal for providing me an
opportunity to undergo summer training at MORE MAEGASTORE KIRTI NAGAR. I also
extend my sincere appreciation to Dr. Gaurav Agrawal, (Assistant Professor) who provided
his valuable suggestions and precious time in accomplishing my project report.
Lastly, I would like to thank the almighty and my parents for their moral support and my
friends with whom I shared my day-to-day experience and received lots of suggestions that
improved my quality of work.
(AMBIKA PANDEY)
Roll No. : 1513370008
PREFACE
6
This report deals with the marketing mix if More megastore kirti nagar , This report is
beneficial not only for the company but also for the researchers and business executives.
Keeping the point of view, simplicity and the motive of making this report understandable to
the laymen.
Hope readers of this report will find it useful to enhance their knowledge and this report will
surely help them in various ways. I believe that this report will be proven as a good source of
information for More Mega Store and may be considered for the promotional strategies of
More Mega Store . Due importance has been given at various level of writing this report
so that mistakes should be avoided, but even if some creeps in, that shall be regretted. All the
suggestions are welcomed.
(AMBIKA PANDEY)
Roll No. : 1513370008
TABLE OF CONTENT
Chapters
Part I
1. Introduction
2. Company profile
a. About organization
b. Organization chart
c. Aims and objectives
d. Any specific information of the organization
Part II
3. Objectives of the study
4. Problems and Limitations
5. Research Methodology
a. Method of data collection
b. Data Source
c. Sample design
d. Universe
e. Sample type
f. Sample size
g. Sample Unit
h. Statistical tools to be used
Part III
6. Data Analysis & Interpretations
7. Findingsand conclusion
8. Suggestions/Recommendations
9.
Bibliography
11. Appendix
Part I
10
Brief Description
Introduction to Retail industry in India
Retailing Customer is King
Ma
hatma Gandhi
INTRODUCTION
The India Retail Industry is the largest among all the industries, accounting for over
10 per cent of the countrys GDP and around 8 per cent of the employment. The
Retail Industry in India has come forth as one of the most dynamic and fast paced
industries with several players entering the market. But all of them have not yet
11
tasted success because of the heavy initial investments that are required to break even
with other companies and compete with them. The India Retail Industry is gradually
inching its way towards becoming the next boom industry.
The total concept and idea of shopping has undergone an attention drawing change in
terms of format and consumer buying behavior, ushering in a revolution in shopping
in India. Modern retailing has entered into the Retail market in India as is observed in
the form of bustling shopping centers, multi-storied malls and the huge complexes
that offer shopping, entertainment and food all under one roof.
A large young working population with median age of 24 years, nuclear families in
urban areas, along with increasing workingwomen population and emerging
opportunities in the services sector are going to be the key factors in the growth of
the organized Retail sector in India. The growth pattern in organized retailing and in
the consumption made by the Indian population will follow a rising graph helping the
newer businessmen to enter the India Retail Industry.
In India the vast middle class and its almost untapped retail industry are the key
attractive forces for global retail giants wanting to enter into newer markets, which in
turn will help the India Retail Industry to grow faster. Indian retail is expected to
grow 25 per cent annually. Modern retail in India could be worth US$ 175-200
billion by 2016. The Food Retail Industry in India dominates the shopping basket.
The Mobile phone Retail Industry in India is already a US$ 16.7 billion business,
growing at over 20 per cent per year. The future of the India Retail Industry looks
promising with the growing of the market, with the government policies becoming
more favorable and the emerging technologies facilitating operations.
to grow, diversify and introduce new formats have to pay more attention to the brand
building process. The emphasis here is on retail as a brand rather than retailers selling
brands. The focus should be on branding the retail business itself. In their preparation
to face fierce competitive pressure, Indian retailers must come to recognize the value
of building their own stores as brands to reinforce their marketing positioning, to
communicate quality as well as value for money. Sustainable competitive advantage
will be dependent on translating core values combining products, image and
reputation into a coherent retail brand strategy.
There is no doubt that the Indian retail scene is booming. A number of large corporate
houses Tatas, Rahejas, Piramalss, Goenkas have already made their foray into
this arena, with beauty and health stores, supermarkets, self-service music stores, new
age book stores, every-day-low-price stores, computers and peripherals stores, office
equipment stores and home/building construction stores. Today the organized players
have attacked every retail category. The Indian retail scene has witnessed too many
players in too short a time, crowding several categories without looking at their core
competencies, or having a well thought out branding strategy.
Growth of Retail Companies in India exhibits the boom in the retail industry in India over
the years. The increase in the purchasing power of the Indian middle classes and the influx of
the foreign investments has been encouraging in the Growth of Retail Companies in India.
Growth of Retail Companies in India : Overview
Growth of Retail Companies in India is still not yet in a matured stage with great potentials
within this sector still to be explored. Apart from the retail company like Nilgiri's of
Bangalore, most of the retail companies are sections of other industries that have stepped in
the retail sector for a better business. The Growth of Retail Companies in India is most
pronounced in the metro cities of India, however the smaller towns are also not lagging
behind in this. The retail companies are not only targeting the four metros in India but also is
considering the second graded upcoming cities like Ahmedabad, Baroda, Chandigarh,
Coimbatore, Cochin, Ludhiana, Pune, Trivandrum, Simla, Gurgaon, and others. The South
Indian zone have adopted the process of shopping in the supermarkets for their daily
13
requirements and this has also been influencing other cities as well where
many hypermarkets are coming up day to day.
The growth factors in Indian organized sector are various but it is mainly due to the fact
that India's economy is booming.
Also, the rise in the working population which is young, pay- packets which are hefty,
more nuclear families in urban areas, rise in the number of women working, more
disposable income and customer aspiration, western influences and growth in expenditure
for luxury items. All these are the factors for the growth in Indian organized retail sector.
In fact, India retail industry is the fastest growing industry in India and it accounts for
10% of the country's GDP. In 2006, the retail industry in India amounted to US$ 200
billion and out of this, the organized retail sector in India amounted to US$ 6.4 billion. By
2010, the Indian organized retail sector is expected to rise to US$ 23 billion. In 2003, the
Indian organized retailing sector accounted for more than 4.5 million sq. ft of space
absorption by malls.
Many Indian companies have entered the retail industry in India and this is also a factor in
the growth of Indian organized retail sector. Reliance Industries Limited is planning to
invest US$ 6 billion in the organized retail sector in India by opening 1500 supermarkets
and 1000 hypermarkets. Bharti Telecoms is planning a joint venture worth 750 million
with Tesco a global retail giant. Pantaloons is planning to invest US$ 1 billion in order to
increase its retail space to 30 million square feet. Such huge investments is also a factor in
the growth of the organized retail sector in India.
14
Global retail giants are also entering the retail industry in India and this is also one of
the factors in the growth of the organized retail sector in India. The global retail giants
who are entering the organized retail sector in India are:
Wal- Mart
Tesco
Carrefour SA
Metro AG
The factors for growth in Indian organized retail sector are many and thats the reason
behind its massive growth. But for this to continue both the Indian retailers and the
government will have to work together.
The phase of high growth of Indian retail sector is expected to Continue due to huge amounts
of investments and breaking up of traditional concepts in this sector. These are leading to
various changes and are providing further boost to the growth of the Indian Retail Sector.
The Indian Retail Sector that includes the traditional retail and the modern retail is estimated
to grow at a very fast pace from US$ 336 billion, in 2006 to US$ 590 billion, by 2011.
The traditional retail sector is expected to increase from US$ 324 billion, in 2006 to US$ 493
billion, by 2011. The share of the modern retail in the Indian Retail Sector is also estimated
to increase from 4% in 2008, to 16% in the next five years. This exceptional growth is
expected to take place in the retail sector due to large amounts of investment which is
estimated to be about US$ 35 billion in the next five years. The "cash- and- carry" activities
are expected to receive the majority of investments.
The maximum amount of growth in the Indian Retail Sector will be registered in the topmost
50 to 60 markets that are located in the urban areas. These markets would be mostly
supermarkets and hypermarkets. However, these supermarkets and hypermarkets will also
witness fast erosions in their margins. Further, it is estimated that in the longer run, the
convenient stores that are located in the local neighborhood will continue to survive.
A major focus area in the Indian retail sector is the supply chain management. In the western
countries, the retail sector has a highly developed system of supply chain. However
developments in supply chain in Indian retail sector has been quite slow.
15
Other areas that need attention for the growth of the Indian retail sector to continue includes
duty and tax structures, infrastructure, rising land prices and effective trend forecasting.
Trend forecasting needs to be done in the country especially in the segments of cosmetics,
apparel and footwear for this will help the retail companies to curtail their expenses
substantially. Also another area that requires attention is manpower for it is estimated that the
Sector of Indian Retail will suffer from shortage of manpower by about a million people, by
2012.
The chains in the Indian retail sector need to frequently change their stocks and also adopt
concepts like home delivery. If all these areas are given immediate attention then the growth
phase of Indian retail sector would continue at a very fast pace. The Indian retail sector
would then witness the setting up of retail parks that are flourishing in Europe. Further, the
growth of the Indian retail sector would help in making the country ready for big retailers by
2015- 2016.
16
3. Convenience/Departmental Store
4. Pan/Beedi Shop
5. Malls/Special Malls
6. Company/Multi Brand Store
Emerging Format :
1. Exclusive Retail Outlet
2. Hypermarket
3. International Retailer
4. Malls/Special Malls
5. Multiplexes
PESTEL ANALYSIS.
PEST analysis of any industry sector investigates the important factors that are affecting the
industry and influencing the companies operating in that sector. PEST is an acronym for
political, economic, social and technological analysis. Political factors include government
policies relating to the industry, tax policies, laws and regulations, trade restrictions and
tariffs etc. The economic factors relate to changes in the wider economy such as economic
growth, interest rates, exchange rates and inflation rate, etc. Social factors often look at the
cultural aspects and include health consciousness, population growth rate, age distribution,
changes in tastes and buying patterns, etc. The technological factors relate to the application
of new inventions and ideas such as R&D activity, automation, technology incentives and the
rate of technological change.
Synergyst's PEST Analysis is a perfect tool for managers and policy makers; helping them in
analyzing the forces that are driving their industry and how these factors will influence their
businesses and the whole industry in general. Our product also presents a brief profile of the
industry comprising of current market, competition in it and future prospects of that sector.
POLITICAL
1. Strong opposition to FDI in Indias retail
sector.
2. Taxation policy VAT.
3. Low access to banking facilities
ECONOMIC
17
1.GDP Growth.
2.Foreign Investments.
3.Money Supply.
4.Inflation.
SOCIAL
1.Corporate Social Responsibility.
2.Environmental Safety.
3.Ease of shopping.
TECHNOLOGY
1.Online Shopping.
2.Retail media networks(RMN).
3.ERP System.
4.CRM System.
SUPPORTIVE SECTORS
1.I T.
2.Media.
3.Real Estate.
4.Tou r i s m .
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19
within the next 4-5 years, catapulting modern retail in the country to $175-200 billion by
2016, according to Technopak estimates.
The Potential of the Indian Retail Sector
The high growth projected in domestic retail demand will be fuelled by:
1. The migration of population to higher income segments with increasing per capita
incomes
2. An increase in urbanisation
3. Changing consumer attitudes especially the increasing use of credit cards
4. The growth of the population in the 20 to 49 years age band There is retail
opportunity in most product categories and for all types of formats
5. Food and Grocery: The largest category; largely unorganised today
6. Home Improvement and Consumer Durables: Over 20 per cent p.a. CAGR estimated
in the next 10 years
7. Apparel and Eating Out: 13 per cent p.a. CAGR projected over 10 years
Opportunities for investment in supply chain infrastructure: Cold chain and logistics
8. India also has significant potential to emerge as a sourcing base for a wide variety of
goods for international retail companies
9. Many international retailers including Wal-Mart, GAP, JC Penney etc. are already
procuring from India.
Corporate Catalyst India A report on Indian Retail Industry Of the total organised retail
market of Rs 550 billion, the business of fashion accounts for Rs 300.80 billion, which
translates into nearly 55 per cent of the organised retail segment in the country.
Total fashion sector was estimated at Rs 1,914 billion and forms about 15 per cent of the
country's retail market of Rs 12,000 billion. Commanding such a large chunk of the
organised retail business in India, fashion retailing has indeed been responsible for singlehandedly driving the business of retail in India.
The opportunities in Indian organized retail sector are many for this sector is witnessing a
boom.
The retail industry in India amounted to US$ 200 billion in 2006, and out of this amount the
Indian organized retail sector amounted to US$ 6.4 billion. The opportunities in India
organized retail sector can be judged from the fact that by 2010 it is expected to rise to US$
23 billion.
The various opportunities in the organized retail sector in India are mainly there for the
Indian consumers behavior pattern has changed. Now the Indian consumer gets more hefty
pay- packages, is younger, a large number of women are working, western influences, and
more disposable income have opened a lot of opportunities in Indian organized retail sector.
The Indian consumer wants to shop, eat and get entertainment in one place and is have also
20
Tesco
Wal- Mart
Metro AG
Carrefour SA
The opportunities in Indian organized retail sector are varied and it must be fully exploited
by the Indian retailers.
4.2 Challenges in Retailing
The challenges facing the Indian organized retail sector are various and these are
stopping the Indian retail industry from reaching its full potential. The behaviour
pattern of the Indian consumer has undergone a major change. This has happened for
the Indian consumer is earning more now, western influences, women working force
is increasing, desire for luxury items and better quality. He now wants to eat, shop,
and get entertained under the same roof. All these have lead the Indian organized
retail sector to give more in order to satisfy the Indian customer.
The biggest challenge facing the Indian organized retail sector is the lack of retail space.
With real estate prices escalating due to increase in demand from the Indian organized retail
sector, it is posing a challenge to its growth. With Indian retailers having to shell out more
for retail space it is effecting there overall profitability in retail.
Trained manpower shortage is a challenge facing the organized retail sector in India. The
21
Indian retailers have difficultly in finding trained person and also have to pay more in order
to retain them. This again brings down the Indian retailers profit levels.
The Indian government have allowed 51% foreign direct investment (FDI) in the India retail
sector to one brand shops only. This has made the entry of global retail giants to organized
retail sector in India difficult. This is a challenge being faced by the Indian organized retail
sector. But the global retail giants like Tesco, Wal-Mart, and Metro AG are entering the
organized retail sector in India indirectly through franchisee agreement and cash and carry
wholesale trading. Many Indian companies are also entering the Indian organized retail
sector like Reliance Industries Limited, Pantaloons, and Bharti Telecoms. But they are
facing stiff competition from these global retail giants. As a result discounting is becoming
an accepted practice. This too brings down the profit of the Indian retailers. All these are
posing as challenges facing the Indian organized retail sector. The challenges facing the
Indian organized retail sector are there but it will have to be dealt with and only then this
sector can prosper.
The industry is facing a severe shortage of talented professionals, especially at the middlemanagement level. Most Indian retail players are under serious pressure to make their supply
chains more efficient in order to deliver the levels of quality and service that consumers are
demanding. Long intermediation chains would increase the costs by 15 per cent. Lack of
adequate infrastructure with respect to roads, electricity, cold chains and ports has further led
to the impediment of a pan-India network of suppliers. Due to these constraints, retail chains
have to resort to multiple vendors for their requirements, thereby, raising costs and prices.
The available talent pool does not back retail sector as the sector has only recently emerged
from its nascent phase. Further, retailing is yet to become a preferred career option for most
of Indias educated class that has chosen sectors like IT, BPO and financial services. Even
though the Government is attempting to implement a uniform value-added tax across states,
the system is currently plagued with differential tax rates for various states leading to
increased costs and complexities in establishing an effective distribution network.
Stringent labor laws govern the number of hours worked and minimum wages to be paid
leading to limited flexibility of operations and employment of part-time employees. Further,
multiple clearances are required by the same company for opening new outlets adding to the
costs incurred and time taken to expand presence in the country. The retail sector does not
have industry status yet making it difficult for retailers to raise finance from banks to fund
their expansion plans. Government restrictions on the FDI are leading to an absence of
foreign players resulting into limited exposure to best practices. Corporate Catalyst India A
report on Indian Retail Industry .Non-availability of Government land and zonal restrictions
has made it difficult to find a good real estate in terms of location and size. Also lack of clear
ownership titles and high stamp duty has resulted in disorganized nature of transactions
The Hidden Challenges
22
Modern retailing is all about directly having "first hand experience" with customers, giving
them such a satiable experience that they would like to enjoy again and again. Providing
great experience to customers can easily be said than done. Thus challenges like retail
differentiation, merchandising mix, supply chain management and competition from
supplier's brands are the talk of the day. In India, as we are moving to the next phase of retail
development, each endeavor to offer experiential shopping. One of the key observations by
customers is that it is very difficult to find the uniqueness of retail stores. The problem:retail
differentiation.
The next problem in setting up organized retail operations is that of supply chain logistics.
India lacks a strong supply chain when compared to Europe or the USA. The existing supply
chain has too many intermediaries: Typical supply chain looks like:- Manufacturer - National
distributor - Regional distributor - Local wholesaler - Retailer - Consumer. This implies that
global retail chains will have to build a supply chain network from scratch. This might run
foul with the existing supply chain operators. In addition to fragmented supply chain, the
trucking and transportation system is antiquated. The concept of container trucks, automated
warehousing is yet to take root in India. The result: significant losses/damages during
shipping.
Merchandising planning is one of the biggest challenges that any multi store retailer faces.
Getting the right mix of product, which is store specific across organization, is a combination
of customer insight, allocation and assortment techniques.
The private label will continue to compete with brand leaders. So supplier's brand wiil take
their own way because they have a established brand image from last decades and the
reasons can be attributed to better customer experience, value vs. price, aspiration,
innovation, accessibility of supplier's brand.
4.0 Strategies
4.1: Right Positioning
The effectiveness of the mall developer's communication of the offering to the target
customers determines how well the mall gets positioned in their minds. At this stage, the
communication has to be more of relative nature. This implies that the message conveyed to
the target customers must be effective enough in differentiating the mall's offering from that
of its competitors without even naming them. The message should also clearly convey to the
target audience that the mall offers them exactly what they call the complete shopping-cumentertainment point that meets all their expectations. The core purpose is to inform the target
customers about the offering of the mall, persuade them to visit the mall and remind them
about the mall. The mall developer can create awareness about the offering among the target
customers in a number of ways. Various communication tools available to the mall developer
for this purpose may include advertising, buzz marketing (WoM), celebrity endorsement, use
of print media, press releases and viral marketing .Once the message is being conveyed
23
through these channels, the mall developer must add a personal touch to his message by
carrying out a door-to-door campaign in order to reinforce the message.
4.2: Effective Visual Communication
Retailer has to give more emphasis on display visual merchandising, lighting, signages and
specialized props. The visual communication strategy might be planned and also be brand
positioned. Theme or lifestyle displays using stylized mannequins and props, which are
based on a season or an event, are used to promote collections and have to change to keep
touch with the trend. The merchandise presentation ought to be very creative and displays
are often on non-standard fixtures and forms to generate interest and add on attitude to the
merchandise.
4.3: Strong Supply Chain
Critical components of supply chain planning applications can help manufacturers meet
retailers' service levels and maintain profit margins. Retailer has to develop innovative
solution for managing the supply chain problems. Innovative solutions like performance
management, frequent sales operation management, demand planning, inventory planning,
production planning, lean systems and staff should help retailers to get advantage over
competitors.
4.4: Changing the Perception
Retailers benefit only if consumers perceive their store brands to have consistent and
comparable quality and availability in relation to branded products. Retailer has to provide
more assortments for private level brands to compete with supplier's brand. New product
development, aggressive retail mix as well as everyday low pricing strategy can be the
strategy to get edge over supplier's brand.
5.0 Conclusion:
In their preparation to face fierce competitive pressure, Indian retailers must come to
recognize the value of building their own stores as brands to reinforce their marketing
Positioning, to communicate quality as well as value for money. Sustainable competitive
advantage will be dependent on translating core values combining products, image and
reputation into a coherent retail brand strategy.
Mom-and-pop stores: they are family owned business catering to small sections;
they are individually handled retail outlets and have a personal touch.
Convenience stores: are located in residential areas with slightly higher prices
goods due to the convenience offered.
Shopping malls: the biggest form of retail in India, malls offers customers a mix
of all types of products and services including entertainment and food under a
single roof.
E-trailers: are retailers providing online buying and selling of products and
services.
Discount stores: these are factory outlets that give discount on the MRP.
Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks
and other small items can be bought via vending machine.
Category killers: small specialty stores that offer a variety of categories. They are
known as category killers as they focus on specific categories, such as electronics
and sporting goods. This is also known as Multi Brand Outlets or MBO's.
Specialty stores: are retail chains dealing in specific categories and provide deep
assortment. Mumbai's Crossword Book Store and RPG's Music World are a
couple of examples.
25
26
Diversification strategy
Classes destination strategy
Diversification strategy
The company started its business as textile manufactures but growth in
modernorganized retailing attracted the company to switch diversify to the next consumption
pattern.The company diversified and acquired a large business in organic and inorganic way.
Butcompany did not forget ripe its strategy and values in the diversified company.
In every new business company started to rewrite the rules by retaining values. The
company in latter stage organized to support each other by physical material flow if required.
Diversification is done in two main categoriesRETAIL FORMATS and SPECIALIZED
BUSINESs.
Classes destination strategy
Future group has diversified its business keeping the retiling as common goal. To set
andconcentrate on one stratum is main objective of this strategy. Each business is set to
operate ondefined strata. Company has divided Indian customers in three different groups.
INDIA ONE,INDIA TWO, INDIA THREE. Each has different values, products and quality
requirements.
INDIA ONE or consuming class .The population of this constitutes only 14%.Till
recenttimes the modern retiling formats is offered for this class. According Maslows theory
ofhierarchy the 14% people are in self actualization and Esteem needs in the pyramid. For
thisclass pantaloon patterned Future bazaar, E zone, Central, brand factory, Home town and
starGalaxy entertainment.
INDIA TWO or the serving class it includes people like house hold helpers, office
peonetc. This is the people who make service INDIA ONE class. The population of this class
is morethan 30%. In the needs hierarchy they are located in for Social and security .Earning
27
capacity ofthis class is 60% lesser than INDIA ONE. For this class as the big bazaar, Food
bazaar, Futuremoney and other retail formats are presented.
INDIA THREE or struggling class. The class led life on hand to mouth existence.
Theycant afford for beater living style. This segment doesnt contribute much in the
contributioncycle. The need of the segment is local as they are finding it cheaper. The present
business modelis not addressing this class.
Figure 3 shows change in consumption patter by different class in 2001-02 and 200708.INDIAONE has changed from 25% to 35% normally the total profit in this segment will
comparatively20% more than they are sold in next segment. As ambiance is factor and other
pleasuring nonvalue added services are necessary. INDIA TWO has not changed it
conception level. INDIATHREE has seen 10 % decline.
Maximum market shares strategy
The retail chain by pantaloon in all business patterns tries to achieve maximum
marketshare in all the products or service it provides .The Company does not bothers about
short termprofit or loss by a strategy. This are considered as learning. The business will sell
at marginalprofit some times to attract the new customer who will prove potential customers
in future. Thestrategy achieved by focusing pricing factors in INDAI TWO and on service
and quality inINDIA ONE.
Pricing strategies
Pricing is strategy used by Pantaloon retail chain to attain maximum market shares.
Thecompany offers numerous schemes to attract the new customer as well as to retain the
present customers. The companys schemes are categorized in following groups
1.VALUE PRICING
28
This
approach
is
used
where
external
factors
such
as
recession
or
increasedcompetition force companies to provide 'value' products and services to retain sales.
Theproduct value will be associated with external factors.
2.PROMOTIONAL PRICING
Pricing to promote a product is a very common application. The application of
this done by BOGO (Buy one Get One), BTGO (Buy Two Get One Free) etc.
3.BUNDLING
Bundling is marketing tool sell two or more complementary product as a package
with attractive price. The price is will lesser then individual selling price.
Example:
A Person needs one soap for a period of time
But bundling with attractive price with more than 3 soaps can attract them.
5.PHYSIOLOGICAL DISCOUNTING
In India this approach is called as Bata rating system. Organization utilizes
thisapproach when product has emotional value rather than rational value. Example a
productis priced for 99 instead of 100.When board shows price reduction from 100 to
99,Consumer looks at 3 digits to 2 digits rather than exact value.
6.TIME PRICING
29
The innovative way of attract the customer is Timely pricing it is known thatduring
holidays rate of customer is more. Reduction of profit margin with lot ofadvertisement will
invite new customers. The company has learnt it from strategy madeon public holiday 26Feb. When the turnover of the day reached 30 cores where averageis 5 cores.
With such experience crowded management is essential so to divert potential
customers Wednesday bazaar where it will offer less profit margin sales.
Targeted on INDIA ONE initially , Who are away from internet services
2 .
3 .
4 .
30
5 .
6 .
2.8 Conclusion
Pantaloon retail India evolved its business strategy based on under studying
customers.The organization deploys the cultural and regional strategies to attract the
customers. Thechanging emotions of customers are tracked and they are linked with the
power of modernretailing environment. But still the company has introduce modern retailing
malls to the socialclass people of India it has fear of threat of business decline from the
competitors like Reliancefresh and Aditya birla moreWho are potential competitor
5.0 Conclusion:
In their preparation to face fierce competitive pressure, Indian retailers must come to
recognize the value of building their own stores as brands to reinforce their marketing
Positioning, to communicate quality as well as value for money. Sustainable competitive
advantage will be dependent on translating core values combining products, image and
reputation into a coherent retail brand strategy.
31
Marketing strategy has the fundamental goal of increasing sales and achieving a
sustainable competitive advantage. Marketing strategy includes all basic, short term, and
long-term activities in the field of marketing that deal with the analysis of the strategic
initial situation of a company and the formulation, evaluation and selection of marketoriented strategies and therefore contribute to the goals of the company and its marketing
objectives.
Marketing strategy should not be confused with a marketing objective or mission. For
example, a goal may be to become the market leader, perhaps in a specific niche a mission
32
may be something along the lines of "to serve customers with honor and dignity";
in contrast, a marketing strategy describes how a firm will achieve the stated goal in a
way which is consistent with the mission, perhaps by detailed plans for how it might
build a referral network, for example. Strategy varies by type of market. A wellestablished firm in a mature market will likely have a different strategy than a start-up.
Plans usually involve monitoring, to assess progress, and prepare for contingencies if
problems arise.
Diversity of Strategies
Marketing strategies may differ depending on the unique situation of the individual
business. However, there are a number of ways of categorizing some generic strategies. A
brief description of the most common categorizing schemes is presented below
Leader
Challenger
Follower
Nicher
your market works - where do your customers find out about your offer, for example? Your
strategy should even tell you how you measure up against the competition and what new
trends to expect in your market.
Retail
The word retail has its origin in French word retaillier and means to cut a piece off or to
break bulk. The term Retailing is defined as All activities involved in selling goods and
services directly to final consumers for their personal and non-business use. In simple
terms, it implies a first-hand transaction with customer. Retailing involves a direct interface
with the customer and the coordination of business activities from end to end right, from the
concept or design stage of a product or offering, to its delivery and post delivery service to
the customer. The industry has contributed to the fastest changing and dynamic industries in
the world today.
Retailing, it is an emerging trend in the India and Hyderabad is not far behind which is also
witnessing the stupendous growth and opportunities presented by this sector. Many
institutions- Manufacturing, Wholesalers and retailers do retailing, but most retailing is
done by Retailers. A business wholesales come from primarily from retailing. It is a proven
fact that in India the retail industry has become the 2 nd largest employer after agriculture.
Indian retail sector is in boom period and many reasons are contributing to it.
The retail scenario in India is unique. Much of it is in the unorganized sector, with over 12
million retail outlets of various sizes and formats. Almost 95% of these retail outlets are less
than 500 sq. ft. In size, the per capita retail space in India being 2 sq. ft. compared to the US
figure of 16 sq. ft. Thus Indias per capita retailing space is the lowest in the world.
With more than 9 outlets per 1000 people, India has the largest number of outlets in the
world. Most of them are independent and contribute as much as 95% to the total retail sales.
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Because of the increasing number of nuclear family, working women, greater work pressure
and increased commuting time, convenience has become a priority for the Indian consumers.
The growth and development of organized retailing in India is driven by two main factors
lower price and benefits the consumers cant resist. According to experts, economies of scale
drive down the cost of supply chain, allowing retailers to offers more benefits offered to the
customers. Globally, retailing is customer-centric with an emphasis on innovation in
products, process and services. In short, the customer is the king.
The Indian retail market is the 5 th largest retail destination globally. It is estimated to grow
from the US $ 330 billion in 2007 to US $ 427 billion by 2010 and US $ 637 billion by 2015.
In Hyderabad, Spencers Retail came up as the organized retail outlet in the form of a
Hypermarket in the year 2001, with its inception in Hyderabad, shopping got an altogether
new meaning in Hyderabad. Some of the striking features of Spencers Retail a big and
different formats having nice store image, along with soothing music and luring visual
display of the products with self-selection facility magnetizing customers to choose from a
wide assortment and variety of the products priced with entrancing discounts and fabulous
offers.
The emergence of organized retailing has led to competition which has resulted to the
demographics & psychographic changes in the life of urban consumers. The life style and
purchasing power of the middle class & upper class segment have fuelled the growth of
organized retailing to intense competition among the big players.
Spencers Retail is facing big intense competition from organized retail outlets like Big
Bazaar, More, Vijetha, Hyderabad Central, Spar, Shoppers Stop, Pantaloons, Heritage fresh
@, Food World, Reliance fresh, Vishal Mega Mart etc, to name a few, and from unorganized
retailers like Kirana shops, Garment shops etc. Competition in retail sector has become
extremely keen. Many new players coming in the retail market has increased the degree of
competition by adopting 5 Ps (i.e. place, product, price, promotion and people) for
successful retailing. While some of the exiting retailers survived, others failed to do so.
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Let's face it - the cost of acquiring new customers can be expensive. As an independent retail
business, you'll never have the marketing budget of the big box stores and mega chains. To
survive, you need to use smart, creative, and low-cost marketingstrategies.
One thing is for certain - if you're not attracting enough customers to your retail business
now, you need to make some changes - FAST. Continuing to do the same things will only
lead to the same results. Without enough customers, the long term future of your business is
at risk.
Fortunately, there are several proven and tested retail marketing strategies that other
successful independent retailers use that you can also use in order to attract more customers.
Choose the ones that fit your type of retail business and you can increase your customer flow
and build a steady stream of customers for your business.
You can attract more customers without spending alot of money - we'll show you how.
Our retail marketing tools are easy to understand and implement, and are designed for
independent retail businesses.
They are time-tested strategies that other independent retailers and businesses have
successfully used to grow and thrive.
Use these marketing strategies and help turn your good retail store into a great
business.
In order to evaluate the role of Marketing in the area of retail, let us first start
with some of the commonly quoted definitions of the term marketing. Philip Kotler
defines Marketing as a societal process by which individuals and groups obtain what they
need want through creating, offering and freely exchanging products and services of value
with others.
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Successful retail operations depend largely on two main dimensions: margin and turnover.
How far a retail enterprise can reach in margin and turnover depends essentially on the type
of business (product lines) and the style and scale of the operations. In addition the turnover
also depends upon the professional competence of the enterprise.
In a given business two retail companies may choose two different margin levels, and yet
both may be successful, provided the strategy and style of management are appropriate.
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Merchandise is primarily sold in store and not pre-sold. These stores provide a large number
of services and sell select, categories of products. They do not stock national brands which
are nationally advertised. Typically, a store in this category is located in a down town area or
a major shopping center. Sales depends largely on salesmanship and image of the outlet.
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HYPOTHESIS
The hyper market and shopping malls are enabling to market the product throughout
the city.
An extra sale staff is major problem with this shopping malls like.
Due to the wrong selection of location they can not able to attract the middle class or
higher middle class customers.
Market Competition.
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Company Profile
Aditya Birla Retail Limited (ABRL) is the retail arm of Aditya Birla Group, a $41 billion
corporation. The company ventured into food and grocery retail sectors in 2007 with the
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acquisition of Trinethra Super Retail and subsequently expanded its presence across the
country under the brand more with two formats Supermarkets and Hypermarkets.
In keeping with its motto Quality 1st, ABRL takes pride in being the first ever Indian food
and grocery retailer to receive the Food Safety Management System (FSMS) certification.
The company bagged the award for ensuring that manufacturing, storage, distribution and
sales of food adhere to the highest quality standards. The Aditya Birla Science and
Technology Centre in Taloja drives the quest for world-class quality through extensive
research and development across food and non-food categories.
Through Clubmore and its comprehensive range of brands, including power brands VOW,
Feasters and Kitchens Promise that offer unbeatable value for homemakers, the company
aims to create customers who keep on returning for more. In all, the company's family of
Clubmore members has grown to 17 million, all of whom enjoy a host of customised offers
and great savings.
ABRL follows the best industry practices in order to unlock the full potential of its staff
through its world-class learning institutes the Aditya Birla Centre for Retail Excellence
and Gyanodaya. Coupled with learning initiatives such as SPARK, Aarohan and Aarambh,
these initiatives are critical in helping their people imbibe the key characteristics of the
Quality
1st
philosophy.
Supermarkets
more Conveniently located in neighbourhoods, more supermarkets cater to the daily,
weekly and monthly shopping needs of consumers. The product offerings include a wide
range of fresh fruits and vegetables, groceries, personal care, home care, general
merchandise and a basic range of apparels. Currently, there are 489 supermarkets across the
country.
Hypermarkets
more.MEGASTORE is a one-stop shopping destination for the entire family. Besides a wide
range of products comprising fruits and vegetables, groceries, FMCG products,
more.MEGASTORE also has a strong emphasis on general merchandise, apparel, consumer
durables and IT goods. Currently, there are 19 hypermarkets across the country.
Own
Brands
more strives to delight customers through a wide range of brands that deliver high quality at
attractive prices across ready-to-eat food, beverages, tea, staples, cereals, instant mixes,
papad, pickles, apparel, footwear, household cleaning essentials, personal care and
devotional products. The power brands VOW, Kitchens Promise and Feasters deliver
world-class quality to discerning consumers. All these brands are developed in-house.
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In addition, Own Brands across categories include selecta, Prarthana, More Choice, More
Value, Paradise, Bluearth, TRU, Bjoyzz, Karinee, Kruff Jeans Company, Berwins, Incheels,
Chatter Kids and Yo. ABRL aspires for its range of brands to be a customers most preferred
brand across product categories.
ABRLs research and development centre in Taloja, spread across 3,380 square feet,
formulates, tests and develops food as well as non-food products. Each of our brands
undergoes stringent testing for shelf life and consumer acceptance before they are made
available commercially.
Clubmore
With the strength of around 17 million members, Clubmore has gone mobile. It leverages the
power of marketing analytics to deliver meaningful and tailor-made offers to individual
customers based on their shopping history. Thus, creating loyal customers everytime.
Customer-friendly, free-to-use and completely intuitive, Clubmore is easy to understand. It
strives to be a notch above the industry standard. This is achieved with its mobile identifier
system.
A metals powerhouse, among the world's most cost-efficient aluminium and copper
producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the three
biggest producers of primary aluminium in Asia, with the largest single location copper
smelter
No.1 in viscose staple fibre
No.1 in carbon black
The fourth-largest producer of insulators
The fifth-largest producer of acrylic fibre
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Reaches out annually to 7.5 million people through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla.
Works in 5,000 villages globally.
Focuses on: health-care, education, the girl child, sustainable livelihood, women
empowerment projects, infrastructure and espousing social reform.
Runs 42 schools which provide quality education to 45,000 children. Of these 18,000
students belong to the underprivileged segment. Merit Scholarships are given to 24,000
children from the interiors.
Its 18 hospitals tend to more than a million villagers.
Ongoing education, healthcare and sustainable livelihood projects in Philippines,
Thailand, Indonesia, Egypt, Korea and Brazil, lift thousands of people out of poverty.
Set up the Aditya Birla India Centre at the London Business School.
The Aditya Birla Group transcends conventional barriers of business because we care. We
believe it is our duty to facilitate inclusive growth as well.
Company Philosophy
Purpose of Corporate Philosophy
An effective corporate philosophy helps a company develop a certain corporate culture,
ethical practices and strengthens the relationship between employers and employees. It also
positions the values of the company in the minds of others both within and outside of the
organization. Your corporate philosophy should give employees a starting point for the
decision-making process, so they are all operating on the same page. Developing a corporate
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philosophy gives you something against which you can compare candidates for new
positions, thereby helping you make hiring decisions based on whether an individual will fit
within your corporate culture.
Creating a Corporate Philosophy
One of the first things to consider when creating a corporate philosophy is the purpose of
your business. A companys philosophy can contain similar verbiage as a companys mission
statement, but in more detail. For example, the mission statement of a major search engine
company is, To organize the world's information and make it universally accessible and
useful." A portion of that companys corporate philosophy includes the statement, We do
search. With one of the worlds largest research groups focused exclusively on solving
search problems, we know what we do well, and how we could do it better. By reading
these and other similar statements in its corporate philosophy, you can ascertain its mission.
Corporate Philosophy Benefits
Small businesses benefit greatly from developing a corporate philosophy. A primary benefit
of a corporate philosophy is that it helps to build long-lasting, trusting relationships between
your business and clients. You should implement your corporate philosophy within every
level of your company, which allows customers to trust that they will receive the same
professional treatment throughout the organization. A corporate philosophy also builds
consistency between your employees. When employees are familiar with the companys
philosophy, it makes the integration of new hires easier and helps current employees
embrace changes within the
company that follow the corporate philosophy. Another benefit of a corporate philosophy is
that it can possibly give your company a competitive advantage because you possess a clear
vision of how you want customers and competitors to perceive your business.
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G.S.Dhingra and their associates of the UK Paints Group. Presently Dhingras' control a
majority stake of almost 73% in Berger Paints India Limited, which is a professionally
managed organization, headquartered in Kolkata, with the stewardship resting since 1994
until 2012 with the Managing Director Mr. Subir Bose. The current managing director of
Berger Paints India Ltd is Mr. Abhijit Roy.
Company Background
Established in 17th December, 1923, the company then known as Hadfiled's (India) Limited;
was a small paint company based in Kolkata having its only manufacturing facility at
Howrah, West Bengal to produce ready mixed stiff paints, varnishes and distempers. Post
independence, towards the end of 1947, British Paints (Holdings) Limited, U.K acquired
Hadfield's (India) Limited and thus British Paints (India) Limited was incorporated.
From a production capacity of 150 tonnes and sales turnover of around Rs. 25 lakhs in 1947,
the company has come a long way to become at one point of time; a part of the worldwide
BERGER group in 1983 and thereby acquiring its present name Berger Paints India Limited
to having subsequently gone through further ups & downs as well as ownership changes to
gain its present status wherein the majority stake is with Delhi based Dhingra brothers and
business revenue more than Rs 2400 crs.
Today Berger Paints India Limited, having solely used and developed the name and
trademark BERGER and all its variants in India, is a household name in paint. With Head
Office in Kolkata the company manufactures and markets a range of decorative & industrial
paint products under various product brands and has it operations spread throughout the
length & breath of the country; with seven manufacturing facilities in India and more than 85
depots, several regional & area offices, besides four facilities overseas. It has a workforce of
over 2500 employees and a countrywide distribution network of 15000 plus dealers.
Berger Paints has clearly demonstrated its commitment to Indian consumers for over 88
years, by offering its varied range of high performing quality products backed by highest
level of customer service. Company's high ethical standards in business dealings and its on50
going efforts in community welfare make Berger Paints India Limited a responsible
corporate citizen. While the company's decorative and Industrial paints continue to gain an
increasing market share, Berger as an organization has managed to achieve sustainable
competitive advantage through innovations in all spear of business, desire to excel and by
creating a winning culture & abiding faith in its values & philosophy among all its
stakeholders.With Berger Paints we can now see your imagination of colour unfurl in front
of your eyes and watch your home come alive, telling a thousand tales.
Transform our home with the POWER OF IMAGINATION
Landmark Projects
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Apart from operations in Russia, with a production facility at the Berger manufacturing unit at
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Krasnodar, Berger has also expanded its footprint in Nepal by setting up a second unit. Today
Bergers sister company in Bangladesh is the dominant leader with 65% market share. In keeping
with the companys dynamic growth plan, Berger has also acquired Bolix SA of Poland, a leading
provider of External Insulation Finishing System (EIFS) in Eastern Europe. As Berger continues to
grow internationally, it also continues to be the second largest paint company in India. Berger is
the lone supplier of Nuclear Power Plants with its Protective Coatings. The automotive sectors, be
it cars or bikes, is primarily ruled by Bergers automotive coatings. Luxury cars including
Mercedes make use of Berger products. Companies like Nokia uses
Bergers services as well. Berger has tied up with Becker of Sweden to manufacture coil
coatings for steel surfaces
Place :Another major component of marketing mix is place. During our visit at BERGER I was
able to include inventory, transportation, coverage, channel, logistics and market and market
segments etc. under these marketing mix components.
Differentiated market segment
Bergers market segments are differentiated. They use different types of marketing mix for
different segments. Their product quality, advertisement, promotional techniques, price are high
for upper class customers. Again for the people of middle class on the basis of their income,
occupation, taste, lifestyle different marketing policies are applied. We can observe this deviation
in TV advertisement.
Inventory
BERGER has divided their products in A,B,C category. For inventorying their products BERGER
is following some storing norms. Depending on this storing norms company decides how long
their product will stay in the market in accordance with the existing sales trend of that particular
product. This is how the firm can determine when to order and how much to order.
Transportation
To ensure customer satisfaction BERGER uses modern and fastest going covered van as
transportation carrier while moving goods from depots to dealers. But when they move goods from
factory to depots they uses public transportation carriers such as truck and railway as rental basis.
Distribution network
With Head Office in Kolkata the company manufactures and markets a range of decorative &
industrial paint products under various product brands and has it operations spread throughout the
length & breath of the country; with seven manufacturing facilities in India and more than 85
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depots, several regional & area offices, besides four facilities overseas. It has a workforce of over
2500 employees and a countrywide distribution network of 15000 plus dealers. The orders are
collected by the sales executives and passed on to the nearest depot. The depots are fed by regional
warehouses. These depots maintain a minimum order quantity which is arrived at from the
monthly demand forecast. The material is dispatched from the depot in the name of the dealer.
Generally some orders of the same region are clubbed together and dispatched in trucks. Finally
the truck is unloaded and the small orders of the dealers are dispatched to them.
Manufacturing Unit
Depot
Dealer
Manufacturing Unit
Dealer
Depot
Depot
Depot
Deal
er
Manufacturing Unit
Dealer
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Deale
r
Depot
Dealer
Deale
r
BERGER
Feedback
Pr
o
d
u
Feedback
DEPORTS
DIRECT
DEALERS
Pr
o
d
u
CUSTOM
ER
RETAIL
Feed back
Feed back
CUSTOM
ER
DIRECT
CHANNEL
RETAIL
CUSTOM
ER
BERGER
DIRECT
CHANNEL
DIRECT
DEALER
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CUSTOM
ER
Price :In the paints industry price is the used only as a differentiator between the various segments
in the same product line. The prices of different brands in the same segment remain more or
less similar, with just a difference of 30 to 40 paise per square feet. Some of the speciality
products, which are not produced by all brands, may be priced at a higher price.
Pricing decisions in the paint industry largely depend on the price of the inputs like petro
products, other raw materials, excise duties and taxes and the general operating profits.
Generally increase or decrease of prices is effected across all brands in the market. Most of
the paint companies offer a 5% margin to the dealer. Due to internal competition, the dealers
pass on this advantage to the customers by reducing their own margins to 2-3%. This is a
cause of concern for the paint companies because they have to keep a constant check on the
prices offered in the market. The dealers offer more of discounts and the companies are not
able to firm up the prices. Paint companies offer a lot of discounts like cash discounts,
volume discounts, seasonal discounts and allowances. The dealers take advantage of these
discounts to gather more business.
Promotion:The paint industry until 1999 was concentrated mostly on increasing sales by intensive trade
promotion wherein the dealers, contractors and other components of the supply chain. There
was little emphasis on theme advertising directed towards the customer. A recent trend that
is emerging in the Indian paint market is that the major brands have all identified the
importance of reaching out to the common man instead of just limiting themselves to the
intermediaries. Advertising strategy: BERGER follows different strategy for developing its
strategy. It depends on some characteristics that is product life time, brand etc. Media:
Berger used different media for advertising like- on-air advertisement, television, newspaper,
magazines. The dealers are educated with the company background, products and service etc
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The time to time selling incentive are given by company according to performance of dealer
and market demand. In-Store Displays: Point-of-Purchase, Berger paints Banners,
Demonstrations of color on wall, etc are provided by the company. Temporary Price
Reduction (TPR): They get margins plus some incentives promotion scheme to maintain the
dealer. Contests: Dealer to dealer contest is kept to promote push strategy and best dealer
gets the reward. Berger paints likes to do the same within same geographic areas. Sampling:
Allowing the dealer to experience the product or service by providing free samples so as he
can promote word of mouth. Bergers sales promotion consists of short-term incentives to
encourage the purchase of sale of a product or services. Berger Paints advertising has
created brand awareness, highlighted what the brand has to offer and has consistently
brought all of it top-of-the-mind for the customer. But the outreach effort does not end there.
Berger Paints has recognized the importance of communicating to and involving key players
who influence the final brand choice. These include channel partners, contractors and
painters, on whom Berger Paints focuses by initiating and developing innovative activities
and promotions. This helps build the Berger Paints family so that customers get a high
degree of personalized service and professional guidance to facilitate their final decision.
Sales Promotion:
Sales Promotion is an important component of marketing communications mix. It adds an
extra value to the product and hence prompts the dealer or consumer to buy the product. In a
specific
sense, sales promotion includes those sales activities that supplement both personal selling
and advertising, and coordinate them and make them effective, such as displays, shows,
demonstrations and other non-recurrent selling efforts not in the ordinary routine.
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For persuading the dealer to buy more or increase the size of order
Demonstrations
Free samples
Joint promotion
Merchandising or Display
The company has been concentrating more on sales promotion than on advertising. On
analyzing the customer survey data it becomes evident that since the customer is returning to
the store after an average of about three years it is better to concentrate more on the dealers
who are in the business throughout the year. Keeping this in mind the companys decision of
doing more sales promotion than advertising stands justified. Sales promotion can broadly be
divided into two categories:
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1) Customer promotion
this section includes all the sales promotion activities directed towards the
customers. Scratch cards that are provided with specific size of packages are
examples. The company comes out with many different sales promotion schemes
during the festival season, especially the durga puja festival in Orissa and West
Bengal. There are a number of gifts and schemes on the larger packs. Coupons and
free gifts are offered on packs of more than 10 kgs. The company also offers a large
number of services to the customers to assist them in their
buying decisions. These services are offered on the companys website to make it accessible
to a very wide range of customers.
2) Trade promotion
As part of the companys policy, huge emphasis is given on trade promotion. The
dealers and contractors who are a part of the distribution chain are given special
attention. The company comes up with several incentive schemes for the dealers. The
most popular schemes include cash discounts, foreign trips and gifts such as
refrigerators etc for dealers who succeed in meeting or exceeding pre-determined
sales targets. The company also organizes regional dealer meets regularly. Here the
dealers are briefed about the companys new products and the technical details and
application procedures of these products. The company also aims at building and
retaining dealer loyalty through these meetings.
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Vision
To be the most admired Indian paint and coating solutions company with
globally recognised competencies.
Despite many challenges, Berger Paints has succeeded in staying at the forefront of Indias
paint industry. Innovation and technological development has enabled the company to
achieve corporate success through its commitment to provide products of the highest quality
and ensuring the ultimate satisfaction of customers.
The companys employees are constantly encouraged to pursue the Corporate Mission
Statement:
Mission
To maximise shareholder value by developing and delivering innovative and best solutions
for our customers, consistently outperforming our peers and providing a dynamic and
challenging work environment for our employees. We will lead by innovative ideas and
technological development in the paints and associated products in India ensuring efficient
utilization of resources yielding high returns.
We will ensure highest level of commitment to achieve best quality products and services.
We will vigorously promote and safeguard the interests of employees, shareholders, business
associates & all other stakeholders.
We will act as a good corporate citizen ensuring service towards community and shall focus
on environment, health and safety.
Board of Directors
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Management Team
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PRODUCTS
INTERIOR COLLECTION
Silk Luxury Emulsion
EXTERIOR COLLECTION
Weather Coat All Guard
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Breathe Easy
Luxol Satin
Luxol Lustre
Luxol Hi-Gloss
WOOD FINISH
Polyurethene Finish
Melamine
WoodKeeper
TEXTURES
Tartaruga Hi-Build
Tartaruga
Illusion Exterior Texture
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Since its foundation in 1942, Asian Paints has come a long way to
become Indias largest and Asias second largest paint company, with a turnover of Rs.
155.34 billion. We operate in 19 countries and have 26 paint manufacturing facilities in the
world, servicing consumers in over 65 countries.
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History
It can be said that the history of Shalimar Paints is the history of the paints
industry in India and also in South East Asia. Shalimar Paints was founded in 1902 by two
British entrepreneurs AN Turner and AC Wright as Shalimar Paints Colour & Varnish Ltd. In
the same year, the company set up a large scale manufacturing plant in Howrah, West
Bengal, the first such plant in entire South East Asia. In 1928, Pinchin Johnson & Associates
of UK bought control from the British entrepreneurs AN Turner and AC Wright. In 1963, the
company's name was changed to Shalimar Paints Ltd. after Turner Morisson & Co stepped in
as new management.
With access to high-end technology, the company introduced many firsts in the industrial
coatings segment such as high build zinc coatings, radiation resistant coatings for nuclear
power plants, polyurethane paint for fighter aircraft and railway coaches, among others.
Shalimar was the first company to paint a fighter aircraft for the Indian Army.
In 1972 Shalimar went public and in 1989, the company was acquired by the O.P. Jindal
Group and the Hong-Kong based S.S. Jhunjhnuwala Group. From May2015 affair of the
company are managed by Mr. Surender Bhatia as whole time directo
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Parent Company
Kansai Paint was founded by Katsujiro Iwai in Amagasaki City, Japan in May 1918. Kansai
Paint is a comprehensive manufacturer of paints and coatings. The Products includeAutomotive Coatings, Industrial coatings, Decorative coatings, Protective coatings and
Marine Coatings. They are also present in U.K., Turkey, U.S.A, Canada, Mexico, UAE.
Company Overview
Kansai Nerolac Paints has 4 paint manufacturing plants and about 67 contract
manufacturers. The Nerolac owned plants are at
1. Jainpur (Uttar Pradesh)
2. Bawal (Haryana)
3. Lote, Chiplun (Maharashtra)
4. Hosur (Tamil Nadu)
Kansai Nerolac Paints Ltd. has entered into many technical collaborations with other
industry leaders such as E.I. Du-products.
The Mumbai-based company is the leader in the industrial paints segment with a market
share of over 40%. It is the third-largest player in the decorative paints segment with a
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modest market share of 13%. Nearly 75% of the Indian paints industry consists of the
decorative segment
History
In the early days of its existence, decorators and their suppliers were the main customers for
Dulux, with Say Dulux to your decorator used as an advertising slogan in the 1950s. By
1953, Dulux was available in the retail market and ten years later the famous Old English
Sheepdog was used in advertisements, to the point where "Dulux dog" has become a
common nickname for the breed.
The name Dulux is derived from the words DuPont and Luxury.
In 2010, alongside Dulux Valentine, Coral and Marshall, Dulux launched the 'Let's Colour
Project a global marketing campaign featuring the painting of public spaces with bright
colours.
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now introduced rapid drying Surfacing polyplasters, Insulation paints, Hygiene Coatings,
Stucco finishes, Faux coatings, etc.
History
DuPont was founded in 1802 by leuthre Irne du Pont, using capital raised in France and
gunpowder machinery imported from France. The company was started at the Eleutherian
Mills, on the Brandywine Creek, near Wilmington, Delaware, two years after he and his
family left France to escape the French Revolution. It began as a manufacturer of
gunpowder, as du Pont noticed that the industry in North America was lagging behind
Europe. The company grew quickly, and by the mid-19th century had become the largest
supplier of gunpowder to the United States military, supplying half the powder used by the
Union Army during the American Civil War. The Eleutherian Mills site is now a museum
and a National Historic Landmark.
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SWOT Analysis
Strengths:a. Berger Paints has excellent brand perception and brand awareness amongst its
potential customers.
b. It provides with high quality products and has very high market space both in terms
of visibility and sales.
c. With nearly one-fifth market share and is ranked 2nd in India.
d. Its industrial and automotive coating is used by the best automobile companies like
Mercedes.
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g.
Continuous innovation to stay ahead of the curve and seize growth opportunities.
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Part II
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To find the preference and choices of contractors regarding the different paint brands.
To survey a new avenue of customers i.e the interior decorators and architects about
their choices and preferences of different paint brands, who were previously not a part of
Berger Paints target customers.
customers.
Scope of Study
The main scopes of the study is listed below :
It gives us information about the various categories of the contractors on the basis of
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It shows the market share of Berger Paints with respect to its contractors.
It gives the information regarding the preference and choices of the different
contractors.
The study also gives information regarding a new market segment i.e the interior
decorators and architects which was not previously the target of Berger Paints about their
tastes and preference of brands and their needs and expectations from the paint industry.
of market penetration.
Make a quantitative research and analysis of the effectiveness of its sales
force.
Limitations
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PROJECT
METHODOLOGY
Research Objective
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The prime objective of this study was to analyse the taste and preference of the existing
contractors of Berger Paints, their contribution to the sales volume and their expectations
from the company. Secondly, investigating a new avenue of customers i.e the interior
decorators and architects and getting information about their tastes and preferences so that
they can be converted into customers of Berger Paints. And thirdly, analyzing the
advertisements of berger paints and comparing with those of its competitors.
Research Design
Data
Primary Data : Primary data collected by interviewing the contractors and interior
decorators.
Research Instrument
82
Two different sets of questionnaire one for the contractors and the other for the interior
decorators and architects were used. Most of the questions were open ended.
Research Tool
Many statistical tools like,
Bar Charts
Pie Charts
ANOVA
Sample Size:
100 random samples were taken to identify the paints Markets future in India.
Sample Type:
Convenience sampling was adopted to select respondents.
Duration of Project:
15th June 2015 to 10th August 2015
83
Information is collected through internet from various text books, journals and
magazines.
84
Part III
85
Interior Paints
No. Of
Cumulativ
Contractors
0-1
1-2
19
10
86
e%
29.69%
45.31%
2-3
3-4
4-5
5-6
6-7
7-8
8-9
9-10
10-above
12
3
8
5
1
2
0
2
2
64.06%
68.75%
81.25%
89.06%
90.63%
93.75%
93.75%
96.88%
100.00%
Interpretation
lakhs yearly.
Very few contractors i.e only 12.5% purchases interior paints of value between 6 to
10 lakhs.
There are only few well to do contractors i.e roughly 3% who have a purchase
capacity above 10 lakhs.
Exterior Paints
Purchase (Rs
Lakhs)
0-1
1-2
2-3
3-4
4-5
5-6
6-7
7-8
8-9
9-10
10-above
No. Of
Contractors
16
12
10
7
7
1
3
1
2
2
4
87
Cumulative %
24.62%
43.08%
58.46%
69.23%
80.00%
81.54%
86.15%
87.69%
90.77%
93.85%
100.00%
Exterior Paints
Frequency
Cumulative %
16
12
10
7
7
4
3
1
Interpretation
Most of the contractors i.e around 80% have their annual purchase between 0 to 5
lakhs.
Very few contractors i.e around 10% are well to do having their purchase above 9 or
10 lakhs.
Damp Proof
Purchase (Rs)
No Of
Cumulative %
Contractors
0-20000
20000-40000
40000-60000
60000-80000
80000-above
14
4
1
1
3
88
60.87%
78.26%
82.61%
86.96%
100.00%
Damp Proof
Frequency
Cumulative %
14
3
1
Interpretation
Roughly 70% of the contractors make their annual damp proof purchase within Rs
40,000.
Very few i.e near about 15% of the contractors have their annual purchase above Rs
80,000.
Total sales of damp proof of Berger Paints are comparatively less with respect to the
sales of interior and exterior paints.
Roof Treatment
Bin
0-20000
20000-40000
40000-60000
60000-80000
80000-Above
Frequency
9
0
3
0
4
89
Cumulative %
56.25%
56.25%
75.00%
75.00%
100.00%
Roof Treatment
Frequency
Cumulative %
Interpretation
Very few contractors use roof treatment materials of Berger Paints i.e out of a sample
within Rs 20,000.
Only a few contractors i.e 25% have their annual purchase of roof treatment above
Rs 80,000.
Wood Finish
Purchase in Rs
0-20000
20000-40000
40000-60000
60000-80000
80000-Above
No Of
Contractors
14
5
10
1
1
90
Cumulative %
45.16%
61.29%
93.55%
96.77%
100.00%
Wood Finish
Frequency
Cumulative %
20
14
5
1
Interpretation
Major section of the contractors i.e 93% makes their purchase within Rs 60,000.
Purchase of wood finish materials of Berger Paints is comparatively less, the highest
Category Distribution
Category
Frequency
A
B
C
53
10
1
91
16%
2%
83%
The contractors have been divided into categories on the basis of their total annual purchase
of different types of paints. There is mainly three categories :Category C below Rs 2,00,000
Category B between Rs 2,00,000 and Rs 5,00,000
Category A above Rs 5,00,000
Interpretation
According to the analysis 83% , 16% and 1% of the contractors fall in the categories
A, B and C respectively.
Major section of the contractors have an annual purchase of above Rs 5,00,000.
Contractors Distribution
Type
Frequen
cy
30
others
35
92
Contractors Distribution
dedicated berger contractors
others
46%
54%
Interpretation
According to the analysis it can be seen that 46% of the respondent contractors are
EXTERIOR
PAINT(RS)
DAMP
PROOF(RS)
PAINT(RS
)
2367200
20730000
940000
ROOF
WOOD
TREATMENT(
FINISH
RS)
(RS)
2650000
106000
0
93
5% 2%
EXTERIOR2%
PAINT(RS)
INTERIOR PAINT(RS)
DAMP PROOF(RS)
ROOF TREATMENT(RS)
48%
42%
Interpretation
From the above analysis it can be interpreted that 90% of the total revenue comes from the
sale of paints both interior and exterior. The remaining 10% comprises of the construction
chemicals and wood finish materials. (this analysis is based on the annual purchase of the
contractors)
Asian
ICI
Nerolac
Shalima
Total
Interior
Exterior
17
14
11
8
5
2
2
3
r
2
1
37
28
Total
31
19
65
94
EXPECTED VALUES
Interior
Exterior
Total
Berger
17.639
13.3517
31
Chi-test
0.850530
Value=
Asian
10.811
8.1833
19
ICI
3.983
3.0149
7
Nerolac
2.845
2.1535
5
Shalimar
1.707
1.2921
3
Total
37
28
65
371
hypothesis test in which the sampling distribution of the test statistic is a chi-squared
distribution when the null hypothesis is true, meaning that the sampling distribution (if the
null hypothesis is true) can be made to approximate a chi-squared distribution as closely as
desired by making the sample size large enough.
From the data we collected through survey,
Null hypothesis: The attributes are independent i.e. the difference in brands does not have
an impact on the choice of interior and exterior paints
Alternate hypothesis: The attributes are dependent i.e. the difference in brands has an
impact on the choice of interior and exterior paints.
In Excel, the formula to evaluate is:CHISQUARE
TEST
range)
Interpretation
0.850530371 is less than the table value 9.49. Therefore we can say, the null hypothesis is
accepted i.e. the difference in brands does not have an impact on the choice of interior and
exterior paints.
ICI
Asian
Berger
Nerola
Shalimar
Paints
15
Paints
9
c
4
Respondent
96
Interior Paints
ICI
Asian Paints
Berger Paints
11%
Nerolac
Shalimar
20%
26%
43%
Interpretation
In the interior paint category the maximum market share is enjoyed by Asian Paints
comprising of 43% , Berger Paints and ICI almost enjoy equal shares of 26% and 20 %
respectively. Nerolac and Shalimar having negligible contribution in the market share.
So it can be interpreted that Asian Paints is the market leader followed by strong competitors
like Berger Paints and ICI.
Turnover in Lakhs
Turnover
Turnover
(in lakhs)
Frequency
0-5
5-10
10-15
15-20
20-25
39
34
42
33
15
97
Percent
19.4
16.9
20.9
16.4
7.5
25-30
30-35
35-40
40-45
45-50
More than 50
10
8
3
2
0
15
201
4.9
4.0
1.5
1.0
0.0
7.5
100.0
Turnover
Interpretation
Most of the dealers I have visited are having an approximate
turnover of 10-15 lakhs per annum.
This is a nice number for giving dealership.
Frequency
Berger
Asian
Nerolac
Local
18
11
3
3
98
Percent
35.3
21.5
5.9
5.9
3
13
5.9
25.5
51
100.0
Company Name
35.30
25.50
Company Name
21.50
5.90
5.90
5.90
Interpretation
31 dealers were already dealing in Berger.
16 dealers were having more than one paint company dealership.
Out of 31 dealers were dealing directly with Berger Paints.
This shows that there is an opportunity to target the Berger Paints
dealers which are dealing with wholesaler.
CB Machine Availability
(51 dealers were working in the paint segment.)
CB Machine
99
Frequency
Percent
Yes
No
Total
28
23
51
54.9
45.1
100.0
CB Machine
No; 45%
Yes; 55%
Interpretation
54.9% paint dealers have a CB Machine.
45.1% paint dealers have not CB Machine.
Frequency
100
Percent
Name
Berger
Asian
Nerolac
ICI
Berger + Asain
Asain + ICI
Total
12
6
5
1
3
1
28
42.9
21.4
17.8
3.6
10.7
3.6
100.0
Machine Name
Asian + ICI; 4%
Berger + Asian; 11%
ICI; 4%
Berger; 43%
Nerolac; 18%
Asian; 21%
Interpretation
Only 15 dealers out of 28 are having Berger CB Machine.
This shows that remaining 13 existing dealers should be persuaded
and targeted for CB Machine.
101
We can see that dealers are having more machines of Berger Paints.
Frequency
Percent
Already Dealing
Yes
Maybe
No
Total
28
43
11
119
201
13.9
21.4
5.5
59.2
100.0
Willing to Deal
Yes; 21%
No; 59%
Maybe; 6%
Interpretation
13.9% dealers were already having dealership of Berger Paint.
102
We can see that 21.4% (43) dealers are ready to be a part of Berger
Paint.
5.5% of the dealers will be deal with Berger in future.
When to Approach
pproach
When to
Approach
Frequency
Percent
Immediate
Later
Total
20
34
54
37.04
62.96
100.00
When to Approach
Immediate; 37%
Later; 63%
Interpretation
103
CHI-SQUARE TEST:
Null Hypothesis (H0) There is no relation between the location of counter and
prospective dealers.
Alternative Hypothesis (H1) - There is a relation between the location of counter and
prospective dealers.
Location
Location
Observed N
Expected N
Residual
Main Market
Main Road
Cross Road
By Lane
Outskirts
Total
40
93
28
12
28
201
40.2
40.2
40.2
40.2
40.2
-0.2
52.8
-12.2
-28.2
-12.2
Test Statistics
Location
Chi-Square
Degree of
Freedom
Assume.
96.53
4
4
Sig.
.
000
104
Interpretation
As sig. value is less than 0.05, and then we should reject the null
hypothesis.
So it can be concluded that alternate hypothesis can be accepted
and there is a difference between the prospective dealers and there
counter location.
DEALERS AVAILABILITY
From the study it can be observed that most of the dealers are
present at the main road of the town.
By Lane dealers are very less.
Berger paints awareness is more in urban market as compared to
rural markets.
Asian Paints is the biggest competitor in the market.
Berger Paints is performing well in interior and exterior paints.
Out of the sample surveyed, it is found that company has great
opportunities in the market.
Some of the previous dealers of Berger thinks that scheme should
be available for all seasons.
Some of the dealers think that there are fewer profit margins.
Most of the contractors are satisfied with the paint quality of
Berger, mostly the primer.
105
STRENGTHS
WEAKNESS
OPPORTUNITIES
THREATS
competitors.
Dependence on paint segment only.
Less awareness in rural markets.
Less concentration in decorative segment.
Many new products has been launched
New segment of customers targeted
Growing business of real estate.
Rural customers can be targeted.
Fluctuation in raw material prices
Intense competition from pioneer brands.
Price competition.
RECOMMENDATIONS
106
The over all performance of More Mega Store is satisfactory. But, there are few
suggestions, which I would like to put forward.
107
1: More Mega Store has to improve on their marketing skills; like emphasis on paper
advertisements, local FM channels and electronic media.
2: Secondly, they have to provide knowledge about each & every products to their sales
executives.
3: For training purpose they should arrange some special recruiting & training programs.
4: They should improve the range of their products in the Electronic Division.
5: I would also suggest More Mega Store that their FMCG products are coming all the way
from other cities, so it costs them a lot and I suggest them to buy the FMCG products from
the local producers. It will reduce the transportation cost and the price of FMCG will can be
reduced. And it is beneficial to the customers also.
6: At the last as they say, Customer is the King, More Mega Store must rigorously work on
customer satisfaction.
108
CONCLUSION
I conclude that above suggestions can really drive More Mega Store and use of this kind of
application shows the capability of the shopping malls towards capability the services
provided to the customers. Introduction of this type of systems can really be useful in any
kind of industry & particularly in shopping malls, and has made its importance which also
helps in making strategies decisions which in making strategies decision which in turn leads
the organization in the competitive market.
Thus, they can have solution without any kind of communication with the associates and this
kind of application can really raise the awareness of the retailers to find out where they stand
in the marketplace.
Further with the innovation of marketing strategies of malls in deep sense can also make the
hypermarket accurate and more useful in order to develop the business.
109
BIBLIOGRAPHY AND
REFERENCE
110
Bibliography
1. Marketing Management: A South Asian Perspective by Philip Kotler, Abraham
Koshy, Kevin Lane Keller, Mithileswar Jha
2. Marketing Research: An Applied Orientation by Naresh K. Malhotra, Satyabhushan
Dash
3. Advertising and Promotion by Keyoor Purani, George E Belch, Michael A Belch
111
Reference
1. http://en.wikipedia.org/
2. http://stockshastra.moneyworks4me.com/retail-indian-retail-industry-analysisand-research-report-2011/
3. http://www.scribd.com/
4. http://www.slideshare.net/
5. http://www.abrl.com/
APPENDIX
112
113
Company outlet
Franchisee
Mega mart
From Company
From Distributor
From Wholesaler
Monthly basis
Quarterly basis
As per Requirement
No
115
Q9. Your
activities:
preferred
Print media
media
for
promotional
Electronic media
Service
Price
Quality
Promotion
FMCG products
Textile
Consumer Durables
Food
give
Other
any
116
benefits
to
your
NO
some)
________________________________________________________
___
Q14. Have you carried out any market
survey/research to know about your customers
needs/feedback?
YES
NO
YES
NO
117
Age:
_______________________________________________________
Gender: Male
Female
Education:
_____________________________________________
Profession:
___________________________________________________
Address:_______________________________________________________
Phone
No.:-
___________________________________________________
Marital status:
Single
Married
Above 20000
More
Vishal
Big Bazaar
Spencers
Mega Mart Reliance
Advertisements
Discounts
do
you
Daily
Weekly
Monthly
Only on Offers
visit
retail
mall
Fortnightly
Rarely
Q4.
On an average, how much time do you
spend in a retail outlet per visit?
Half an hour
1-2 hours
More than 3 hours
2-3 hours
Furniture
Home Appliances
Financial Products
Advertisements
120
Discount Offers
or service
Q8.
Whose
Marketing
/Advertisements are better?
Malls
campaigns
Average
Poor
____________________________________________________
APPENDIX-III
Sales Turnover
Mar1
4
2,662.
Mar1
3
2,100.
Mar
'12
1,688.6
122
Mar1
1
1,513.
Mar1
0
1,346.2
Other Income
Total Income
Total Expenses
Operating Profit
Profit On Sale Of
Assets
Profit On Sale Of
Investments
Gain/Loss On
Foreign Exchange
VRS Adjustment
Other
Extraordinary
Income/Expenses
Total
Extraordinary
Income/Expenses
Tax On
Extraordinary
Items
Net Extra
Ordinary
Income/Expenses
Gross Profit
Interest
PBDT
Depreciation
Depreciation On
Revaluation Of
Assets
PBT
Tax
Net Profit
Prior Years
Income/Expenses
Depreciation for
Previous Years
Written Back/
Provided
Dividend
1
30.60
2,692.
7
2,384.
5
277.60
8
35.87
2,136.
6
1,883.
4
217.40
180.70
7
17.45
1,531.
1
1,381.
0
132.67
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
-0.27
--
--
--
--
--
--
--
--
--
--
308.20
22.40
285.80
37.60
253.27
12.18
241.09
29.98
198.92
3.11
195.81
26.41
150.12
12.39
137.73
20.40
137.70
-137.43
18.65
--
--
--
--
--
248.20
70.80
177.40
211.11
62.80
148.31
169.40
49.26
120.14
117.33
28.57
88.76
118.78
26.70
92.08
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
18.22
1,706.9
1,507.9
123
7.60
1,353.8
1,216.1
130.10
Dividend Tax
Dividend (%)
Earnings Per
Share
Book Value
Equity
Reserves
Face Value
---
---
---
---
---
5.12
4.29
3.47
2.78
2.89
-69.23
775.40
2.00
-69.21
651.99
2.00
-69.21
556.04
2.00
-63.77
350.37
2.00
-63.77
284.00
2.00
2009-2005
Sales Turnover
Other Income
Total Income
Total Expenses
Operating Profit
Profit On Sale Of
Assets
Profit On Sale Of
Investments
Gain/Loss On
Foreign Exchange
VRS Adjustment
Other
Extraordinary
Income/Expenses
Total
Extraordinary
Income/Expenses
Tax On
Extraordinary
Items
Net Extra
Ordinary
Income/Expenses
Gross Profit
Interest
PBDT
Depreciation
Depreciation On
Revaluation Of
Mar '09
1,172.21
5.80
1,178.01
1,049.62
122.59
Mar '08
987.91
5.30
993.21
878.59
109.32
Mar '07
831.68
5.38
837.06
745.75
85.93
Mar '06
675.82
5.19
681.01
602.81
73.01
Mar '05
586.43
2.55
588.98
526.74
59.69
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
-0.06
-0.31
-5.70
-0.05
-0.05
--
--
--
--
--
--
--
--
--
--
128.39
8.29
120.04
17.80
--
114.62
5.28
109.03
17.39
--
91.31
3.64
81.97
15.69
--
78.20
2.80
75.35
13.93
--
62.24
3.85
58.34
13.12
--
124
Assets
PBT
Tax
Net Profit
Prior Years
Income/Expenses
Depreciation for
Previous Years
Written Back/
Provided
Dividend
Dividend Tax
Dividend (%)
Earnings Per
Share
Book Value
Equity
Reserves
Face Value
102.24
19.17
83.07
--
91.64
21.35
70.29
--
66.28
14.16
52.12
--
61.42
17.39
44.03
--
45.22
11.80
33.42
--
--
--
--
--
--
---2.61
---3.53
---13.08
---16.57
---12.58
-63.77
225.62
2.00
-39.86
188.27
2.00
-39.86
163.44
10.00
-26.57
159.40
10.00
-26.57
139.35
10.00
APPENDIX-IV
CATEGORY
OF SHAREHO
LDER
NO.
OF
SHAR
EHOL
DERS
TOTAL NO.
OF SHARES
TOTAL NO.
OF
SHARES
HELD IN
DEMATERIA
LIZED
FORM
TOTAL
SHAREHOLDIN
G AS A % OF
TOTAL NO. OF
SHARES
AS A %
AS A
OF
% OF
(A+B)
(A+B+
C)
SHARES
PLEDGED OR
OTHERWISE
ENCUMBERED
NUMBER OF
SHARES
10
18,643,680
18,643,680
5.39
5.39
192,711,438
192,711,438
55.67
55.67
15
211,355,118
211,355,118
61.06
61.06
50,234,565
50,234,565
14.51
14.51
1
16
50,234,565
261,589,683
50,234,565
261,589,683
14.51
75.57
14.51
75.57
19
1,711,430
1,704,855
0.49
0.49
11
44,574
35,358
0.01
0.01
12,097,732
12,096,732
3.50
3.50
35
28,606,871
28,606,871
8.26
8.26
70
42,460,607
42,443,816
12.27
12.27
6,145,195
6,031,381
1.78
1.78
(2) NonInstitutions
Bodies
615
Corporate
Individuals
Individual
36,637
shareholders
holding nominal
share capital up
to Rs. 1 Lakh
Individual
shareholders
holding nominal
share capital in
excess of Rs. 1
Lakh
Any Others
17
33,729,264
23,155,347
9.74
9.74
1,342,819
1,342,819
0.39
0.39
0.25
0.25
126
648
874,396
654,980
127
128