yWhy - Confederation of Indian Industry · yWhy is it that Kerala lacks behind in the industrial...
Transcript of yWhy - Confederation of Indian Industry · yWhy is it that Kerala lacks behind in the industrial...
Why is it that Kerala lacks behind in the industrial field ?Is it because of lack of Capital resources ? Skilled labour ? Infrastructure ? Or a negative mind set ? or a combination of all of these ?
3/8/2011 VKC GROUP 2
In my view the first and foremost change required is in the mind set.In spite of all efforts, we have not been able to convince the general public that industrialisation is a desirable goal, the benefits of which will flow over to all sections of the society. Time and again we have witnessed many a project being shelved or unable to take off because of frivolous objections from a section of the home crowd. Most often the objection raised are trivial and capable of a quick solution. The important thing is, “Educate them and take them along with us”.
3/8/2011 VKC GROUP 3
The next important factor to be tackled is Infrastructure development. We have the recent example of the National Highway widening, which could not take up as envisaged and we had to settle for a narrow version of 45m because of the objections from a section of the public. These objections could have been avoided by a two pronged approach of creating a positive attitude in the minds of the people and simultaneously offering an attractive package for the affected people. Thus a win‐win situation could have been created.
3/8/2011 VKC GROUP 4
Very often a question is posed to me as to how our group could survive in a so called hostile state like Kerala and reach the position it presently occupies.I would like to share with you some of my experiences and the management principles followed by us.As in the case of conventional SMEs we were managing the units all by ourselves with no role for our staff and workers in the decision making process. In other words their roles were confined to merely executing our decisions. This could be compared to the conventional locomotive where one engine pulls up all other bogies.
3/8/2011 VKC GROUP 5
Initially when we conceived a new unit, a project report was prepared and the responsibility for the implementation of the same was given to a promoter director.
It was his duty to implement the plan as conceived and once the objective was achieved everyone was satisfied.
The serious defect of this was that nobody was aware of how much was missed out. May be with a little more effort, we could have increased the production which would have been easily absorbed by the market. Also no thought was given for territory expansion
3/8/2011 VKC GROUP 6
Gradually we decided to switch over to a new management set up.
We set up a competent team of professionals who would take the initiative for setting their own targets.
Their involvement in the decision making process led to spontaneous activities and the results were beyond our expectations.This was an important turning point in our growth, the result achieved by the empowerment of our team members.
3/8/2011 VKC GROUP 7
It could be compared to the Shinkansen (bullet train) where each bogy is powered by its own motor.
When compared to the conventional locomotive which attains a maximum speed of say 100 km/hr, the Shinkansen could easily touch 400‐500 km/hr.
This is based on the principle that, when the team plays an important role in decision making, their role in implementation will also be greater.
3/8/2011 VKC GROUP 8
In earlier days,
Cost + Profit = Price
Now,Price ‐ Cost = Profit
The price is fixed by the market forces and the challenge today is ‘Cost reduction by all available methods’.
Our motto which we have been constantly abiding right from the very inception is “Quality at reasonable price”.
3/8/2011 VKC GROUP 9
Another land mark in our management system was the introduction of incentive scheme for our work force.
A scientifically devised incentive scheme can work wonders for achieving targets.
Equally important is timely appreciation and recognition of good work put in by employees.
When an employee takes pride in his achievement it synergizes and acts as an incentive for further achievement.
3/8/2011 VKC GROUP 10
On the marketing front we introduced a new scheme which resulted in establishing a strong relationship with the retailers. Hitherto, all our sales schemes were confined to the wholesalers who were given prizes and gifts for target achievements. According to the new scheme, we targeted the retailers who would be selected on evaluation of the followinga) the sales volumeb) displayc) commitment of the retailer and his staffs to our
productsd) performance in the area.
3/8/2011 VKC GROUP 11
The result was that the retailers identified themselves as part of our group and took all out efforts for improving the sale of our products. A ripple effect was created and there was unprecedented achievements on the sales side. This played a major role in elevating our group to rank one among the PU footwear manufacturers in the country. More important was the close bondage built up with the retailers. Even today this innovative sales scheme stands out as one of the best in the history of footwear industry.
3/8/2011 VKC GROUP 12
VKC GROUP TURNOVER
75.91106.75
153.63193.70
279.33
418.26
48.1869.79
113.26
174.13
259.74
395.00
0
100
200
300
400
500
600
700
800
900
2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11
AMOUNT(CRORE)
PAIRS(LAKHS)
13
Our group was in the fore front in imbibing new technologies. There are several ‘Firsts’ to our credit in the footwear industry starting from use of virgin PVC, air injected PVC and EVA Footwear. Although we were a late entrant in the PU sector we made rapid strides and soon occupied the No. 1 slot. So this is another principle that we strictly follow in our group “Bring in the latest technology as fast as we can" In a consumer market where preferences change very fast, there is no room for complacency. The pulse of the market must be felt continuously and appropriate changes made in response to it.
3/8/2011 VKC GROUP 14
Soon after we ventured into the PU sector, the idea of conducting an International Exhibition cum seminar named 'PU‐Expo' was thought of. This was to be conducted with KSSIA and the team efforts from all other footwear manufacturing units in Calicut. This turned out to be a meeting place of machinery manufactures, mould makers, raw material suppliers, technicians from Europe, Taiwan, China and other parts of the country. This paved the way for many new entrepreneurs to venture into the field and Calicut has become a 'happening place' for the footwear industry accounting for 25 % of All India production in the PU sector. Because of all these favorable factors Calicut has been selected for cluster development and a consortium is being promoted under KSSIA Footwear Sector Committee.
3/8/2011 VKC GROUP 15
With a view to provide employment especially for ladies a ‘Training Center’ was established by the combined efforts of the units for imparting training. This unit is functioning well and was instrumental in employing 600 trainees.
3/8/2011 VKC GROUP 16
To make the charitable activities more focused, a charitable institution named ‘Veekesy Charitable Foundation’ was set up and this is doing exemplary service in the education sector.
3/8/2011 VKC GROUP 17
Our group has set up manufacturing units in the neighbouring states Tamilnadu and Karnataka and recently we have ventured into Gujarat.
In a gathering like this it would be useful and beneficial to share my experiences in these places and compare the situation to our own state.
The most striking distinction we experienced was that the industrial culture among the general public is far better in the other states.
3/8/2011 VKC GROUP 18
3/8/2011 VKC GROUP 19
TAMIL NADU KARNATAKA GUJARATH KERALA
1 Land Availability for Industry
Sufficient Sufficient Sufficient Not set apart
2 Land Cost Gone Up Gone Up High Reasonable
3 Power Insufficient (3hour cut at present)
Insufficient Available at Higher cost
Available at Reasonable cost
4 Labour Not Available Not Available Not Available
Not Available
5 Water Scarce Available Available Available
6 Infrastructure Good Good Good Inadequate
7 Support from Govt Officials
Good Good Good Need to be improved
8 Statutory formalities to setup an industry
Easy Easy Easy Need to be liberalised