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GODREJ & BOYCE Mfg. Co. Ltd.

- Diana Casoni

- Sven Walter

- Andreas Rickenbacher

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Facts

Established in 1897 with an invention (high quality locks)

7 major companies with different interests (industrial engineering, furniture,

appliances, security, real estate, FMCG and agri care)

23000 employees totally

2,6 billion dollars turnover

Vision of the brand: a brighter living for every customer

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Summary of the company visit

Core competences: idea, product, process, competences

Vision: idea, product, process and market synergies (for expanding)

Growth strategy: expand market (offer new products), get higher on value add and

extend capabilities

Manufactory expansion: volume and technology must improve, more diversity and

variety (more choices for the customer)

Extend reach: sales, service, communication

Strenght: to reach out of the largest number of costumer with the products

Core of the business is beyond the business: people, community, environment

(nobel purpose)

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Ourstatements and conclusions

The diversity and variety of the assortment is impressive

It makes sense that 15 diverse business divisions have their own strategies

In the fast growing market ofIndia they change strategy at the moment the market

changes

For a starter market like India a diversity strategy is a good possibility making

business. For a saturated market like Switzerland and Europe Godrej would have

problems with this business modell (competition!)

Yet they recognised in the field of industrial products: focus on core competences

and leader-strategy renders expansion and profit (98% export)

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Ourstatements and conclusions

Loyality and changing will of the employees is high (90% feedback)

Godrej helps developing India economicaly and in social aspects (schools,

villages for family of the employees, mangroves, aerospace-program)

Nobel purpose is deep pronounced and they really do it.This is in comparision

to the big swiss companies peculiar

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Oursuggestions

CH Indien

Market Saturated -> focus on core

competences

Starter -> high diversity is

possible but anticipation is

required to get the right

moment for change to

consolidate core competences

Furniture division High quality competition, deep

price is no argument for the

consumer -> no focus on this

market

While India is a starter market

go ahead with diversity and

focus also other countries with

potential market (China, Africa,

Eastern Europe, South

America)

Business Excellence model Tipical european way to achive

state of the art business

Very important for the future to

drive on with implementation for

all 15 divisions

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Godrej knows whatmakes India tick today

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and goes as arocket!

goht ab wie n Raget!