Analysis of Business StrategyAsian Paints

Presentation Path

OBJECTIVE

•To Provide the business strategy for Asian paints •To compare the same with other competitors for India centric business.

BRAND LEADERSHIP MODEL:ASIAN PAINTS

OVERVIEW: ASIAN PAINTS

• India's largest paint company • One of the top ten decorative coatings

companies in the world.• Started by four entrepreneurs,

Champaklal Choksey, Chimanlal Choksi, Suryakant Dani and Arvind Vakil

• Turnover: INR 0.35 million(1945) to 54.3 million(2009)

• PM Murthy( MD & CEO)

a) 1942-1967: Evolution Phase

b) 1967-1982: Extension and Consolidation Phase c) 1982-1986:The years of Excellence d) 1987-1997:Moving Closer to the Consumer e) 1997-1999: Changing rules of the game f) 1999- 2007: The new Asian Paints

Industry Analysis: Porters 5 force Model

Existing Rivals1. Berger

2. GN3. ICI

4. JNPL

Substitutes1.White cement2.White wash

3. Brick & stone Structure

Suppliers 1.Tio2 Imported, 2.Few suppliers,3.Availability of

Substitutes of RM Low

HIGH BARGAINING

POWER

Threat Of New Entrant

1.Growth rate much higher than global so global player may be

interested2. Huge potential

to increase per capita

consumption. Thus Latent need exists.3. Companies can erode into APIL’s industrial market by forming JV’s.

BUYERS1. Decorative: Fragmented Market. LOW

POWER2. Industrial: Low switching costs. Corporate have HIGH POWER

Market Share

Company Industrial Market Decorative Market

APIL 14.50% 37.50%

GNPL 42.50% 10%

Berger Paints 14.20% 11.20%

ICI 7.80% 7.80%

Jenson & Nicholson 8.10% 5.50%

Others 12.90% 38%

APIL GNPL BPIL ICI JNIL SPIL SNIL•Focus on decorative Paints and complete vacant slots in product range• Gain Market share in auto OEM through JV

• Provide paint shop management services to sell solutions rather than product

• Increase focus on southern markets in India

• Increase capacities to strengthen presence in fast growing architectural segments

• Leverage on JV for growth in Industrial segments

• Consolidate position in architectural paints

• Consolidate position in Repainting exterior paint market

Identification Of Focus Area of Competitor

Entry of Global Players in Paint Industry: Recent JV agreements

Company Collaborator Purpose

Asian Paints Nippon Paints

PPG Industries

Sigma Coatings

BASF

Pre treatment chemicals, Coil & Powder

coating

Automotive paints

High performance coating

Can coating

GNP Kansai Paints

Nihon Tokushu

Auto & Industrial coating

Auto coating

Berger Herberts

Valspar Corp.

Teodur

Auto coating

Heavy duty coating

Powder coating

J&N Tikkurila

Herberts

Chugoku

Decoratives

Auto refinish

Marine

Rajdoot Becker Coil coating

Shalimar Salphi

W.R.Grace

Marine coating

Can Coating & metal packaging

ICI India ICI Auto refinish

Overall Corporate Strategy: Asian Paints

Exploit new markets by

creating products /services

by leveraging existing

competencies differently

Build new competency to

Create the Future

Defend existing market by

strengthening existing

competencies

DISCOVERDEVELOP

DEFEND DEEPEN

Build Complementary/new competency to fortify position in Existing Market

MARKET OPPORTUNITIES

Distinctive Competencies

NEW

EXISTING

EXISTING NEW

DEFEND: • Consists of rural and the urban market in which AP is playing.• They are a target to many global companies, which are playing in Indian market

via Indian arm of their operations like ICI has Berger, Kansai has JN

DEEPEN:• Industrial segment of Indian paint industry where AP has a weak presence.• It has a presence in automotive segment but ranks a poor second. • It needs to form alliances with foreign players to enter into this segment. • It can also look for tie-ups with the company, which have tie-ups with those

companies whose daughter arm is operating in India, to lock the account.• Its move of taking over Haucoplast is one step in this direction. Their tie-up with

PPG has given them a good presence in automotive segment, capturing clients like Santro, GM, Ford etc

DISCOVER: • this forms the basis of fast growth. • AP has identified opportunities abroad in developing countries similar to India. • To enter into these countries they adopted the process of acquisition.

DEVELOP:• Paint industry is primarily a product-oriented industry up till now. • Huge potential exists in the service side also. • Introduction of color-world, providing service in painting and interior decoration

etc are steps taken to acquire the whole chain and becoming full service provider.• Need to Ensure value-adding services are possible. These can be integrated to

provide an umbrella service.• .Constant reminders to the customers to repaint, or upgrade.

Business Strategy: Asian Paints

• AP has acquired short-term competitive advantages by using its distribution strength and logistical efficiency in order to raise the Cost of doing business for all its competitors to attain this advantage.

• The advantage is short-lived and ultimately imitable. • Moreover, AP has established such an extensive network that

getting incremental advantage would be very difficult. • Futuristic approach should be gaining competitive advantage

through channel control or occupying mind space.

Business Strategy: Urban Market

Industry is characterized by the presence of intermediaries who have a very high influencing power on the purchase decisions of the consumer, especially in the urban areas.

Asian Paints strategy for acquiring higher product demand could be three pronged.

1. Use these intermediaries for initiating demand: The intermediaries (the painters, contractors, designers, decorators etc.) could be used as a marketing arm of the company.

2. Occupy part of the intermediary space and try to sideline other intermediaries: Asian Paints should open a service arm, which would provide the services provided by the existing intermediaries in the market. Being present in different seditions of the value delivery system and having a strong brand equity in the Paints market would give AP the credibility to operate a strong service arm. The service based strategy of AP could have two different approaches

The first approach would entail creating a service arm that can cater to a large market

The second one would necessitate the creation of a well-qualified service arm which is capable of providing value-added services.

AP can follow both these approaches and cater to different market segments. The value-addition services arm would cater to the premium end of the market who have a very high willingness to pay and the other bundling services arm would cater to the demands of the masses.

3. AP could try to reduce the power of the intermediary by increasing the Pull for the product. The role of the influencer could be drastically reduced by increasing the power of the end-consumer. AP can achieve this by establishing a strong brand name for its brands.

Business Strategy: Rural Market

• Rural segment not mature enough to appreciate service related offerings

• Strategy should be product related. • Customer up gradation strategy should be

adopted. It should be Implemented in two parts.

1. The penetration of the rural segment have to be achieved by offering a basic product well tailored to match the low willingness to pay of the rural consumer.

2. After basic penetration levels have been achieved the rural consumer can be offered a “higher ” range of products with a view to up grading the consumers.

Business Strategy: International Markets

• For the newly Acquired Global Companise Utilization of the learning curve effect and the knowledge base from having functioned in a developing country would be the most crucial factor for growth.

• AP can hasten the process of market growth and maturity in these regions by leveraging on its experience and launching newer products at a faster rate.