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    Asian Paints - Marketing

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    poonam4588
    1. In 1942, a partnership was started by four entrepreneurs that became a company in 1945 and set up a plant in Mumbai in 1957. The company became a public limited company in 1973. 2. In 2002, the company was the market leader in Indian decorative paints with 44% market share. Its goals included identifying customer needs, delivering value, and long-term stakeholder value and contributing to society. 3. The company operates in South Pacific Asia, Australia, Fiji, and Tonga and has a strong inventory control and wide product range. However, it faces threats from competitors' advanced technologies and foreign company domination.

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    Asian Paints - Marketing

    Uploaded by

    poonam4588
    111 views15 pages
    1. In 1942, a partnership was started by four entrepreneurs that became a company in 1945 and set up a plant in Mumbai in 1957. The company became a public limited company in 1973. 2. In 2002, the company was the market leader in Indian decorative paints with 44% market share. Its goals included identifying customer needs, delivering value, and long-term stakeholder value and contributing to society. 3. The company operates in South Pacific Asia, Australia, Fiji, and Tonga and has a strong inventory control and wide product range. However, it faces threats from competitors' advanced technologies and foreign company domination.

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    1. In 1942, a partnership was started by four entrepreneurs that became a company in 1945 and set up a plant in Mumbai in 1957. The company became a public limited company in 1973. 2. In 2002, the company was the market leader in Indian decorative paints with 44% market share. Its goals included identifying customer needs, delivering value, and long-term stakeholder value and contributing to society. 3. The company operates in South Pacific Asia, Australia, Fiji, and Tonga and has a strong inventory control and wide product range. However, it faces threats from competitors' advanced technologies and foreign company domination.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    111 views15 pages

    Asian Paints - Marketing

    Uploaded by

    poonam4588
    1. In 1942, a partnership was started by four entrepreneurs that became a company in 1945 and set up a plant in Mumbai in 1957. The company became a public limited company in 1973. 2. In 2002, the company was the market leader in Indian decorative paints with 44% market share. Its goals included identifying customer needs, delivering value, and long-term stakeholder value and contributing to society. 3. The company operates in South Pacific Asia, Australia, Fiji, and Tonga and has a strong inventory control and wide product range. However, it faces threats from competitors' advanced technologies and foreign company domination.

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    Download as PPTX, PDF, TXT or read online from Scribd
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    In 1942, a partnership was started by four
    entrepreneurs.

    In 1945, the firm was turned into a


    company.

    In 1957, a plant was set up at Bhandup,


    Mumbai.

    In 1973, AP became a public ltd company.

    In 2002. AP was a market leader of Indian Decorative


    Paints with market share of 44%.
      
    Identifying needs of customers

    Delivering customers value for money

    Maximum long term value for stake holders.

    Contribution to society

     
    
      
    APCO:: It operates in South Pacific Asia, Australia, Fiji
    APCO
    and Tonga.

    BERGER: Its present in over 35 countries


    and also, is one of the largest company in
    Bahrain. It has operations in China, Myanmar,
    Singapore and Hong Kong.

    SCIB: It is one of the reputed name and


    ranks among top five paint companies in Egypt.
     
    V
    

    V 
    CLIENT BRIEF È
    

     

     
    

     
    

       
    

       

     
     
    
     
     
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    V

    Ö CRITICuLuRECIuTION
    OFuERTISEMENT

    Ö COMuRITIEEuLUuTION
    OFuERTISEMENT
    
       
    

    Market leaders with 44% market shares

    Strong in inventory control

    The pricing strategy is oriented to middle and


    lower end consumers

    Widest product range in terms of products, shades,


    pack sizes.

    Comprehensive nation wide coverage of


    the market.
    ðEu NESS:
    Seasonal demand and hence in off seasons it can
    lead to cash flow problems.

    Innovation in developing new


    product is inadequate.

    Weakness on the technology front in


    industrial paints.
    OORTUNITIES
    Increased demand for decorative as well as
    industrial paints
    The automobile industry accounted for 50% of the
    industrial markets.

    igh potential in the international market.

    THREuTS
    Competitors have gone in for hi-
    tech instacolour spot mixing
    Domination of few foreign companies.

    Competition is catching up fast, hi-


    tech facilities gives abundant
    choices.
     
    
    Proper utilization of advanced technology

    Proper implementation of government


    accounting policies

    Maintaining proper gross working capital of the


    company

    Maintaining good relations with suppliers, creditors


    & debtors

    Innovation & creativity


    Ê 

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