PREFACE

I the student of Ishan Institute of Management and Technology is pursuing

Post Graduate Diploma in Business Management (PGDBM) course. This Project
Report has been completed in partial fulfilment of my Management Program Post
Graduate Diploma in Business Management (PGDBM) in the company Godrej
Consumer Products Ltd. The objective of my project was “Exploring the
Opportunities of Improving the Coverage Area of GCPL”.

Training is a period in which a student can apply his theoretical knowledge in the
practical field. Basically, practical knowledge and theoretical knowledge have a very
broad difference. Theoretical knowledge is the fundamental weapon for any
management student. As a student of management, apart from theoretical studies we
need to get a deeper insight of the practical aspects of theories by working in an
organization. The training session helps to know about the working process in the
organization. It helps to know about the organizational management and discipline,
which has its own importance.

To achieve professional competence, manager ought to be fully occupied with theory

and practical exposure of management. A comprehensive understanding of the
principle increases their decision-making ability and sharpens their tools for this
purpose. So, this training has high importance as to know how both the aspects are
applied together.

I completed my Summer Training project in which I involved successful application

of theories. In spite of few limitations and hindrance during the summer training, I
found that the work was a challenge and fruitful. This Summer Training project has
enabled my capability in order to manage business effectively.

Ritu Raj

[1]
[2]
 ACKNOWLEDGEMENT

Practical study is essential for any Professional curriculum otherwise it will merely
leap in dark. Apart from classroom study it is necessary to know about the day to day
working of the organization.

To fulfil the above objective every student has to undergo practical study before
he/she can consider himself/herself fully qualified as a Potential Manager and Godrej
Consumer Products Ltd. (New Delhi) really fulfil this objective. It was truly
enlightening and a learning experience to observe and work in a profit making and
FMCG products provider in India.

I would like to express my sincere gratitude to Mr. Harbir Chhabra (Trade

Manager- Godrej Consumer Products Ltd.) for providing me an opportunity to
undertake this project work.

I extend my sincere gratitude to Mr. Sunil Dhodhy [A.S.M. (Delhi Region)- Godrej
Consumer products Ltd.] ,Mr. Bhavneet Khurana [Field officer (South Delhi)-
Godrej Consumer Products Ltd.], Mr. Raj Kumar Gupta [Distributor (Naman
Sales)– South Delhi] for the encouragement, cooperation and invaluable guidance.

I would like to wish a special thanks to our Dr. D.K. Garg Sir (Chairman, IIMT)
without whose guidance this project would have been a distant dream.

Last but on the least, I would like to thank those who were directly or indirectly
responsible for the successful completion of the project.

Ritu Raj

[3]
 DECLARATION

The summer training project on “Exploring the Opportunities of Improving the

Coverage Area of Godrej Consumer Products Ltd.” under the guidance of Mr.
Harbir Chhabra is the original work done by me. This is the property of the Institute
& use of this report without prior permission of the Institute will be considered illegal
and actionable.

Date : Ritu Raj

ENR No.: 15027

[4]
 TABLE OF CONTENTS

PAGE NO.

CHAPTER 1

 PREFACE 2
 EXECUTIVE SUMMARY 14
 LITERATURE REVIEW 16

CHAPTER 2

 MARKETING IN TWENTY FIRST CENTURY 21

 A BROADENED VIEW OF MARKETING 22
 MARKETING CONCEPTS AND TOOLS 23
 MARKETING ENVIRONMENT 28
 TYPES OF MARKETING 36

CHAPTER 3

 COMPANY PROFILE 39
 VISSION AND MISSION 41
 GODREJ CONSUMER PRODUCTS LIMITED 42
 CODE OF CONDUCT 55
 ORGANISTION TIMELINE 56
 AWARDS 57
 ACHIEVEMNTS 58
 THE GODREJ GROUP STRUCTURE 59
 COMPANIES WHICH GODREJ OPERATES 60
 GODREJ & BOYCE MANUFACTURING 60
LTD.
 GODREJ SARA LEE LTD. OR GODREJ 64
HOUSEHOLD PRODUCTS LTD.
o VISSION AND MISSION 65

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 o PRODUCTS OF GODREJ SARA LEE 67
LTD. OR GODREJ HOUSEHOLD
PRODUCTS LTD.
 GODREJ INDUSTRIES LTD. 75
 GODREJ HERSHEY LTD. (GHL) 81
o VISION AND MISSION 82
 GODREJ AGROVET LTD. 85
 GODREJ INFOTEC 90
o VISION AND MISSION 90
 GODREJ EFACEC LTD. 92
 GODREJ PROPERTIES AND 94
INVESTMENTS LTD.(G.P.I.L)
o VISION 94
 GODREJ GEOMETRIC SOFTWARE 94
SOLUTIONS
 PRODUCTS AND SERVICES 95

CHAPTER 4

 INTRODUCTION 100
o FMCG STRUCTURE 100
o INDUSTRY CATEGORY AND PRODUCTS 101
 MARKET POTENTIALITY OF FMCG INDUSTRY 103
 S.W.O.T. ANALYSIS OF FMCG SECTOR 104
 P.E.S.T. ANALYSIS ON FMCG SECTOR 105
 FMCG SECTOR IN INDIA 106
 SCOPE OF FMCG SECTOR IN INDIA 108
 GROWTH PROSPECTS 108
 POLICY 110
 INDIA COMPETITIVENESS AND 113
COMPARISON WTH THE WORLD
MARKETS
 COMPANY’S PROSPECTS 114

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  PRODUCTS PROFILE 118
 COMPETITORS 124
 TRACKING THE COMPETITION 124
OF THE COMPETITORS
 FOCUS ON THE RURAL SECTOR OF SOCIETY 125

CHAPTER 5

 CORPORATE SOCIAL RESPONSIBILITY (CSR) 126

POLICY OF GODREJ
 CSR ACTIVITIES OF THE COMPANY 126
 PERFORMANCE HIGHLIGHTS 134
o GAIN IN MARKET SHARE 134
o FOCUS ON INORGANIC GROWTH VIA 135
ACQUISITIONS

 MARKETING POLICIES 137

CHAPTER 6

 PROJECT OVERVIEW 139

 METHODOLOGY 140
 RESEARCH PROCESS 142

CHAPTER 7

 JOB PROFILE 143

 ANALYSIS OF THE MARKET ON THE 146
BASIS OF THE PRODUCT

CHAPTER 8
 OVERVIEW OF FMCG PRODUCTS 153
 GODREJ CONSUMER PRODUCTS 153
 COMPETITORS PRODUCTS 154

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CHAPTER 9

 SUPPLY CHAIN ANALYSIS 156

CHAPTER 10

 FINDINGS 160
 SUGGESTIONS 163
 LIMITATIONS 164
 LEARNINGS 166

CHAPTER 11

 BIBLIOGRAPHY 167
 ANNEXURE 169

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 LIST OF FIGURES

CHAPTER NO. FIGURE NO. PAGE NO.

1 3.1 18

3 3.1 57
4.1 60
6.1 96
6.2 96
6.3 96
6.4 96
6.5 97
6.6 97
6.7 97
6.8 97
6.9 98
6.10 98
6.11 98
6.12 98
6.13 99
6.14 99
6.15 99
6.16 99
6.17 100
6.18 100
6.19 100
6.20 100

4 6.1 114
6.2 114
6.3 115
6.4 115
6.5 116

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 6.6 116
7.1 118

6 2.1 140

[10]
 LIST OF TABLES

CHAPTER NO. TABLE NO. PAGE NO.

4 4.1 106
4.7 120

5 2.1 134

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 LIST OF GRAPHS

Chapter No. Graph No. Page No.

4 5.1 110
5.2 112

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 EXECUTIVE SUMMARY

Godrej Group is one among the largest conglomerates in India. The group
operates in around 10 companies which comprises of various industries that include
appliances, precision equipment, machine tools, furniture, healthcare, interior
solutions, office equipment, food-processing, security, materials handling and
industrial storage solutions, construction and information technology  Its products
include security Systems and Safes, Typewriters and Word processors, Rocket
Launchers, Refrigerators and Furniture, Outsourcing Services, Machine Tools and
Process Equipment, Cosmetics and Detergents, Engineering Workstations, Medical
Diagnostics and Aerospace Equipment, Edible Oils and Chemical, Mosquito
Repellents, Car perfumes, Chicken and Agri-products, Material Handling
Equipments, Stackers, Tyre handlers, Sweeping machines, access equipments . 

The Indian FMCG sector is the fourth largest sector in the economy with a
total market size in excess of US$ 13.1 billion. It has a strong MNC presence and is
characterised by a well established distribution network, intense competition between
the organised and unorganised segments and low operational cost. Availability of key
raw materials, cheaper labour costs and presence across the entire value chain gives
India a competitive advantage. The FMCG market is set to treble from US$ 11.6
billion in 2003 to US$ 33.4 billion in 2015. Penetration level as well as per capita
consumption in most product categories like jams, toothpaste, skin care, hair wash etc
in India is low indicating the untapped market potential. Burgeoning Indian
population, particularly the middle class and the rural segments, presents an
opportunity to makers of branded products to convert consumers to branded products.
Growth is also likely to come from consumer 'upgrading' in the matured product
categories. With 200 million people expected to shift to processed and packaged food
by 2010, India needs around US$ 28 billion of investment in the food-processing
industry.

“Godrej Consumer Products Ltd” is one of the leading player in FMCG

segment. Everyone knows about Godrej and it is one of the oldest Indian company on
which people have faith and trust. This thing makes work easy for us.

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Market Potential

Definition: Market potential is a quantitative estimate of total possible sales by all

firms selling the same product in a given market. It gives an indication of the ultimate
potential for the product for the industry as a whole, assuming that the ideal effort is
made.

All the business firms would like to know the current as well as the likely demand for
their products. More specifically, they would like to know how much of a given
product they would sale in a market in a given period, whether the seal would increase
or decrease from the current levels and by how much, what would be their market
share. Without this knowledge a firm cannot play any of its activity.

Market analysis services from Mapping Analytics helps business organization know
the economic opportunity available to the organization in any geographic market.
Whether the organizations sell to consumers, to businesses, or both.

Market potential analysis is a primary analytic service performed by Mapping

Analytics. The organization has the people, experience, tools, and data required to
perform sophisticated and accurate market sizing.

A market potential analysis from Mapping Analytics may include:

 A customer profile to understand where to find more like them

 Market penetration and market share reports showing performance in existing
markets and expected performance in new markets

 Market ranking reports allowing organization to prioritize resource

deployment into new markets

 A geographic view of market opportunity on detailed maps

 Benefits of Market Potential Analysis

 Understand market potential for a single store, network of stores or a new

market

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  Deploy resources effectively by ranking markets in priority order

 Forecast total opportunity in terms of number of customers and revenue

potential. Estimate your market share

 A geographic view of market opportunity on detailed maps.

My Learning’s from the Project

It was great opportunity for me to do my internship from GODREJ CONSUMER

PRODUCTS Ltd.

 Making plan for the next day and finding the concern department and person
allowed me to increase my communication ability, written as well as verbal.
 My confidence to meet people has tremendously gone up. Today I have that
much confidence that I can meet to any big person in any organization.
 My Guide also helped me very much to learn about corporate world.
 I also attended the customer demonstration which gave me the knowledge
about how the customer can be convinced, how there queries are handled.
 I also learnt very small-small things in the organization which is very
necessary in any flat organization like photocopying; Fax the document which
I never know before.

During my Summer Training I learned many things about the Company, its Products, its
Customers, Customer behaviour etc. My objective was to find out the “Opportunities of
increasing the coverage area”. These two months with Godrej are unforgettable for me.
The experience, which I got during these days, was tremendous. I have made good
relation with so many people in frontline division. Everybody over there I found helping
nature. Really, the experience I have got while doing my project will be very helpful to
enrich and nourish my career. During the training I also developed various skills like:-

 Communication & Convincing skills

 Negotiation and Presentation skills

 Sales tactics

 Listening & consultative selling

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  Knowledge on competition status with customers

Now, at last I would like to say that during this Summer Training I got a lot of
practical knowledge i.e. the knowledge of the market. This is more useful in my
future corporate life.

LITERATURE REVIEW

We are now in an era, which is witnessing a drastic change in the consumer

preference Many Indian organizations have realized the importance of Marketing
Management and new strategies are adopted during the marketing of the products.
They have realized that continuous improvement is the key to excellence. This
requires regular development of their systems, techniques and people. Of late, Indian
companies have realized that competitive improvement through quality improvement
in the field of marketing of the products, improving the distribution and many more
elements of marketing mix can be achieved if they understand not only what various
strategies can be used during marketing.

Marketing management is creating a revolution in marketing of products and services

providing to the market and consumers of the organization throughout the world.
Marketing management is a powerful tool for achieving organizational goals and
gaining competitive advantage. There are number of forces that make marketing an
endlessly changing activity.

MARKETING
Marketing is a societal process by which individual and groups obtain what they need
and want through creating, offering and freely exchanging products and services of
value with or otherwise it is the process of planning and executing the conception,
pricing, promotion, and distribution of ideas, goods. Services to create exchanges that
satisfy individual and organizational goals.

MARKETING MIX

Marketers, in order to bring out desired responses from their target markets, use a
number of tools that form a marketing mix. Marketing mix is defined as the set of

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marketing tools that an organization uses to follow its marketing objectives in the
target market. E.Jerome McCarthy has classified these tools as the 4Ps of marketing
which are Product, Price, Place and Promotion. The 4Ps are the ideas to take into
account while marketing a product. They constitute the root of the marketing mix. In
order to efficiently market a product, it is therefore imperative to get an optimally
correct mix of the 4Ps. In an ideal situation, if a company is able to plan a promotion
for the right product, at the right price and to get it to their preferred market, in the
right place then it is highly effective for the company.

Figure 1.3.1

MARKET SEGMENTATION

Market segmentation is an integral part of marketing, and nearly all marketers engage
in segmentation even though they may not be aware they are doing so. Market
segmentation makes it possible to tailor specific messages to specific consumers; this
can be critical to the success of a product or service, particularly when the product or
service has more than one use or more than one type of consumer interested in its use.
Markets can be segmented along any number of parameters, including age, income or
geographic distribution, and organizations that take the time and commit the resources
to understanding their market segments can realize considerable benefit.

Characteristics to analyze the target market:

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  Demographic analysis
 Age
 Gender
 Geographical location
 Annual income
 Marriage status
 Education level
 Psychographic analysis
 Price
 Entertainment
 Convenience
 Safety

Philip Kotler’s Seven Step Approach;

1) Geographical Approach
2) Demographical Approach
3) Psychological Approach
4) Brand Loyalty
5) Benefit Segmentation
6) Volume
7) Marketing Function

Geographical segmentation can be divided into two catagories:

1. Rural and Urban Area 2. Climate

1. Segmenting and Selecting the Target Market

It is an effort to increases a company's precision marketing. The starting of any

segmentation discussion is mass marketing. In mass marketing the seller engages in
the mass promotion of one product for all buyers. Market segment consist of a large
identifiable group within a market with similar wants, purchasing power geographical

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location, buying attitudes or buying habit. It is an approach midway between mass
marketing and individual marketing. Through this, the choice of distribution channels
and communication channels become much easier. The researcher try to form
segment by looking at consumer characteristics; geographic, and psychographics.
After segmenting the market then target market selected.

2. Positioning

The positioning is a creative exercise done with an existing product as well as for the
new product. The well known products generally hold a distinctive position in
consumers' minds. The positioning requires that every tangible aspect of product,
price, place and promotion must support the chosen positioning strategy. Company s
should develop a unique selling proposition (USP) for each brand and stick to it. As
companies increase the number of claims for their brand, they risk disbelief and a loss
of clear positioning. Those under positioning over positioning confused positioning
and doubt positioning.

3. Product

A product is any offering that can satisfy a need or want. The major types of basic
offering are goods services, experiences, events, places, properties, organization,
information and ideas. The company gives more importance in- quality, packaging,
services etc to satisfy the customers. The product has its life cycle. The product
strategic is modified in different stages of product life cycle.

4. Price

It is the most importance aspect in company's point of view. Price of the product will
be decided by the company according to the competitor's price.

5. Place

This plays a major role in the entire marketing system. The company emphasis on its
distribution network. Proper distribution network gives proper availability of the
product.

6. Promotion

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Promotion is the one of the major aspects in marketing strategy. By adopting various
promotional activities the company create strong brand image. It is also helps in
increasing the brand awareness. It includes Advertising, Sales promotion and Public
relation etc.

7. Research and Development (R & D)

After testing, the new product manager must develop a preliminary marketing strategy
plan for the new product in to the market. The plan consists of three parts. The first
part describes the target market's size, structure and behaviour. The second part our
line is the planned price, distribution strategy and marketing budget for the first year.
The third part of the development describes the long run sales and profit goals and
marketing - mix strategy over come.

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 MARKETING IN TWENTY-FIRST CENTURY

Change is occurring at an accelerating rate; today is not like yesterday, and tomorrow
will be different from today. Continuing today’s strategy is risky, so is turning to a
new strategy. Therefore, tomorrow’s successful companies will have to head three
certainties,

➤ Global forces will continue to affect everyone’s business and personal life.
➤ Technology will continue to advance and amaze us.
➤ There will be a continuing push toward deregulation of the economic sector.

These three developments—globalization, technological advances, and deregulation

spell endless opportunities. But what is marketing and what does it have to do with
these issues? Marketing deals with identifying and meeting human and social needs.
One of the shortest definitions of marketing is “meeting needs profitably.”

Marketing Tasks

It seems that not all marketing must follow the model. In fact, we can distinguish
three stages through which marketing practice might pass,

1. Entrepreneurial marketing
Most companies are started by individuals who
visualize an opportunity and knock on every door to gain attention.

2. Formulated marketing
As small companies achieve success, they inevitably
move toward more formulated marketing.

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3. Intrepreneurial marketing
Many large companies get stuck in formulated
marketing, poring over the latest ratings, scanning research reports, trying to fine-tune
dealer relations and advertising messages. These companies lack the creativity and
passion of the guerrilla marketers in the entrepreneurial stage. Their brand and
product managers need to start living with their customers and visualizing new ways
to add value to their customers’ lives. The bottom line is that effective marketing can
take many forms. Although it is easier to learn the formulated side (which will occupy
most of our attention), we will also see how creativity and passion can be used by
today’s and tomorrow’s marketing managers.

A BROADENED VIEW OF MARKETING TASKS

Marketers are skilled in stimulating demand for their products. However, this is too
limited a view of the tasks that marketers perform. Just as production and logistics
professionals are responsible for supply management, marketers are responsible for
demand management. They may have to manage negative demand (avoidance of a
product), no demand (lack of awareness or interest in a product), latent demand (a
strong need that cannot be satisfied by existing products), declining demand (lower
demand), irregular demand (demand varying by season, day, or hour), full demand (a
satisfying level of demand), overfull demand (more demand than can be handled), or
Unwholesome demand (demand for unhealthy or dangerous products). To meet the
organization’s objectives, marketing managers seek to influence the level, timing, and
composition of these various demand states.

Decisions That Marketers Make

Marketing managers face a host of decisions in handling marketing tasks. These range
from major decisions such as what product features to design into a new product, how
many salespeople to hire, or how much to spend on advertising, to minor decisions
such as the wording or colour for new packaging. Among the questions that marketers
ask (and will be addressed in this text) are:

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How can we spot and choose the right market segment(s)? How can we differentiate
our offering? How should we respond to customers who press for a lower price? How
can we compete against lower-cost, lower-price rivals? How far can we go in
customizing our offering for each customer? How can we grow our business? How
can we build stronger brands? How can we reduce the cost of customer acquisition
and keep customers loyal? How can we tell which customers are more important?
How can we measure the payback from marketing communications? How can we
improve sales-force productivity? How can we manage channel conflict? How can we
get other departments to be more customer-oriented?

MARKETING CONCEPTS AND TOOLS

Marketing boasts a rich array of concepts and tools to help marketers address the
decisions they must make. We will start by defining marketing and then describing its
major concepts and tools.

Defining Marketing
We can distinguish between a social and a managerial definition for marketing.
According to a social definition, marketing is a societal process by which individuals
and groups obtain what they need and want through creating, offering, and
exchanging products and services of value freely with others. As a managerial
definition, marketing has often been described as “the art of selling products.” But
Peter Drucker, a leading management theorist, says that “the aim of marketing is to
make selling superfluous. The aim of marketing is to know and understand the
customer so well that the product or service fits him and sells itself. Ideally, marketing
should result in a customer who is ready to buy.”

The American Marketing Association offers this managerial definition:

Marketing (management) is the process of planning and executing the conception,

pricing, promotion, and distribution of ideas, goods, and services to create exchanges
that satisfy individual and organizational goals. Coping with exchange processes—

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part of this definition—calls for a considerable amount of work and skill. We see
marketing management as the art and science
of applying core marketing concepts to choose target markets and get, keep, and grow
customers through creating, delivering, and communicating superior customer value.

Core Marketing Concepts

Marketing can be further understood by defining the core concepts applied by
marketing managers.

Target Markets and Segmentation

A marketer can rarely satisfy everyone in a market. Not everyone likes the same soft
drink, automobile, college, and movie. Therefore, marketers start with market
segmentation. They identify and profile distinct groups of buyers who might prefer or
require varying products and marketing mixes. Market segments can be identified by
examining demographic, psychographic, and behavioural differences among buyers.
The firm then decides which segments present the greatest opportunity—those needs
the firm can meet in a superior fashion. For each chosen target market, the firm
develops a market offering. The offering is positioned in the minds of the target
buyers as delivering some central benefit(s). For example, Volvo develops its cars for
the target market of buyers for whom automobile safety is a major concern. Volvo,
therefore, positions its car as the safest a customer can buy.
Traditionally, a “market” was a physical place where buyers and sellers gathered to
exchange goods. Now marketers view the sellers as the industry and the buyers as the
market. The sellers send goods and services and communications (ads, direct mail, e-
mail messages) to the market; in return they receive money and information (attitudes,
sales data).

A global industry is one in which the strategic positions of competitors in major

geographic or national markets are fundamentally affected by their overall global
positions. Global firms—both large and small—plan, operate, and coordinate their
activities and exchanges on a worldwide basis.

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Today we can distinguish between a marketplace and a market space. The
marketplace is physical, as when one goes shopping in a store; market space is digital,
as when one goes shopping on the Internet. E-commerce—business transactions
conducted on-line—has many advantages for both consumers and businesses,
including convenience, savings, selection, personalization, and information. However,
the e-commerce market space is also bringing pressure from consumers for lower
prices and is threatening intermediaries such as travel agents, stockbrokers, insurance
agents, and traditional retailers. To succeed in the on-line market space, marketers
will need to reorganize and redefine themselves.
The metamarket, a concept proposed by Mohan Sawhney, describes a cluster of
complementary products and services that are closely related in the minds of
consumers but are spread across a diverse set of industries. This has created an
opportunity for metamediaries to assist buyers to move seamlessly through these
groups. Metamediaries can serve various metamarkets, such as the home ownership
market, the parenting and baby care market, and the wedding market.

Marketers And Prospects

Another core concept is the distinction between marketers and prospects. A marketer
is someone who is seeking a response (attention, a purchase, a vote, a donation) from
another party, called the prospect. If two parties are seeking to sell something to each
other, both are marketers.

Needs, Wants, and Demands

The successful marketer will try to understand the target market’s needs, wants, and
demands.
Needs describe basic human requirements such as food, air, water, clothing, and
shelter. People also have strong needs for recreation, education, and entertainment.
These needs become wants when they are directed to specific objects that might
satisfy the need.

Demands are wants for specific products backed by an ability to pay. Many people
want a Mercedes; only a few are able and willing to buy one. Companies must

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measure not only how many people want their product, but also how many would
actually be willing and able to buy it.
However, marketers do not create needs: Needs motivates marketers. Marketers,
along with other societal influences, influence wants. Marketers might promote the
idea that a Mercedes would satisfy a person’s need for social status. They do not,
however, create the need for social status.

Product or Offering
People satisfy their needs and wants with products. A product is any offering that can
satisfy a need or want, such as one of the 10 basic offerings of goods, services,
experiences, events, persons, places, properties, organizations, information, and ideas.
A brand is an offering from a known source. A brand name such as GODREJ that
carries many associations in the minds of people. These associations make up the
brand image. All companies strive to build a strong, favourable brand image.

Value and Satisfaction

In terms of marketing, the product or offering will be successful if it delivers value
and satisfaction to the target buyer. The buyer chooses between different offerings on
the basis of which is perceived to deliver the most value. We define value as a ratio
between what the customer gets and what he gives. The customer gets benefits and
assumes costs,

The marketer can increase the value of the customer offering by (1) raising benefits,
(2) reducing costs, (3) raising benefits and reducing costs, (4) raising benefits by more
than the raise in costs, or (5) lowering benefits by less than the reduction in costs.

Marketing consists of actions undertaken to elicit desired responses from a target

audience. To affect successful exchanges, marketers analyze what each party expects
from the transaction. Suppose Caterpillar, the world’s largest manufacturer of earth-
moving equipment, researches the benefits that a typical construction company wants
when it buys such equipment.

Relationships and Networks

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Transaction marketing is part of a larger idea called relationship marketing.
Relationship marketing aims to build long-term mutually satisfying relations with key
parties—customers, suppliers, distributors—in order to earn and retain their long-term
preference and business. Effective marketers accomplish this by promising and
delivering high-quality products and services at fair prices to the other parties over
time. Relationship marketing builds strong economic, technical, and social ties among
the parties. It cuts down on transaction costs and time. In the most successful cases,
transactions move from being negotiated each time to being a matter of routine. The
ultimate outcome of relationship marketing is the building of a unique company asset
called a marketing network. A marketing network consists of the company and its
supporting stakeholders (customers, employees, suppliers, distributors, university
scientists, and others) with whom it has built mutually profitable business
relationships. Increasingly, competition is not between companies but rather between
marketing networks, with the profits going to the company that has the better
network.

Marketing Channels
To reach a target market, the marketer uses three kinds of marketing channels.
Communication channels deliver messages to and receive messages from target
buyers. They include newspapers, magazines, radio, television, mail, telephone,
billboards, posters, fliers, CDs, audiotapes, and the Internet. Beyond these,
communications are conveyed by facial expressions and clothing, the look of retail
stores, and many other media. Marketers are increasingly adding dialogue channels
(e-mail and toll-free numbers) to counterbalance the more normal monologue
channels (such as ads). The marketer uses distribution channels to display or deliver
the physical product or service(s) to the buyer or user. There are physical distribution
channels and service distribution channels, which include warehouses, transportation
vehicles, and various trade channels such as distributors, wholesalers, and retailers.
The marketer also uses selling channels to effect transactions with potential buyers.
Selling channels include not only the distributors and retailers but also the banks and
insurance companies that facilitate transactions. Marketers clearly face a design
problem in choosing the best mix of communication, distribution, and selling
channels for their offerings.

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Supply Chain
Whereas marketing channels connect the marketer to the target buyers, the supply
chain describes a longer channel stretching from raw materials to components to final
products that are carried to final buyers. The supply chain represents a value delivery
system. Each company captures only a certain percentage of the total value generated
by the supply chain. When a company acquires competitors or moves upstream or
downstream, its aim is to capture a higher percentage of supply chain value.

Competition
Competition, a critical factor in marketing management, includes all of the actual and
potential rival offerings and substitutes that a buyer might consider.

We can broaden the picture by distinguishing four levels of competition, based on

degree of product substitutability:

1. Brand competition: A company sees its competitors as other companies that offer
similar products and services to the same customers at similar prices. Godrej might
see its major competitors as Hindustan Unilever, Wipro, and other manufacturers of
medium price .

2. Industry competition: A company sees its competitors as all companies that make
the same product or class of products. Thus, Godrej would be competing against all
other FMCG manufacturers.

3. Form competition: A company sees its competitors as all companies that

manufacture products that supply the same service. Godrej would see itself competing
against manufacturers of all FMCG products, such as shampoos, soaps, and
detergents.

4. Generic competition: A company sees its competitors as all companies that

compete for the same consumer dollars.

MARKETING ENVIRONMENT

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Competition represents only one force in the environment in which all marketers
operate. The overall marketing environment consists of the task environment and the
broad environment.
The task environment includes the immediate actors involved in producing,
distributing, and promoting the offering, including the company, suppliers,
distributors, dealers, and the target customers. Material suppliers and service suppliers
such as marketing research agencies, advertising agencies, Web site designers,
banking and insurance companies, and transportation and telecommunications
companies are included in the supplier group. Agents, brokers, manufacturer
representatives, and others who facilitate finding and selling to customers are included
with distributors and dealers.
The broad environment consists of six components: demographic environment,
economic environment, natural environment, technological environment, political-
legal environment, and social-cultural environment. These environments contain
forces that can have a major impact on the actors in the task environment, which is
why smart marketers track environmental trends and changes closely.

Four Ps Four Cs
Product Customer solution
Price Customer cost
Place Convenience
Promotion Communication

Company Orientations Towards The Marketplace

Marketing management is the conscious effort to achieve desired exchange outcomes
with target markets. Clearly, marketing activities should be carried out under a well-
thought-out philosophy of efficient, effective, and socially responsible marketing. In
fact, there are five competing concepts under which organizations conduct marketing
activities: production concept, product concept, selling concept, marketing concept,
and societal marketing concept.

The Production Concept

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The production concept, one of the oldest in business, holds that consumers prefer
products that are widely available and inexpensive. Managers of production-oriented
businesses concentrate on achieving high production efficiency, low costs, and mass
distribution. This orientation makes sense in developing countries, where consumers
are more interested in obtaining the product than in its features. It is also used when a
company wants to expand the market.

The Product Concept

Other businesses are guided by the product concept, which holds that consumers
favour those products that offer the most quality, performance, or innovative features.
Managers in these organizations focus on making superior products and improving
them over time, assuming that buyers can appraise quality and performance. Product-
oriented companies often design their products with little or no customer input,
trusting that their engineers can design exceptional products. However, the product
concept can lead to marketing myopia

The Selling Concept

The selling concept, another common business orientation, holds that consumers and
businesses, if left alone, will ordinarily not buy enough of the organization’s products.
The organization must, therefore, undertake an aggressive selling and promotion
effort. This concept assumes that consumers must be coaxed into buying, so the
company has a battery of selling and promotion tools to stimulate buying. The selling
concept is practiced most aggressively with unsought goods—goods that buyers
normally do not think of buying, such as insurance and funeral plots. The selling
concept is also practiced in the non profit area by fund-raisers, college admissions
offices, and political parties. Most firms practice the selling concept when they have
overcapacity. Their aim is to sell what they make rather than make what the market
wants. In modern industrial economies, productive capacity has been built up to a
point where most markets are buyer markets (the buyers are dominant) and sellers
have to scramble for customers. Prospects are bombarded with sales messages. As a
result, the public often identifies marketing with hard selling and advertising. But
marketing based on hard selling carries high risks. It assumes that customers who are
coaxed into buying a product will like it; and if they don’t, that they won’t bad-mouth
it or complain to consumer organizations and will forget their disappointment and buy
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it again. These are indefensible assumptions. In fact, one study showed that
dissatisfied customers may bad-mouth the product to 10 or more acquaintances; bad
news travels fast, something marketers that use hard selling should bear in mind.

The Marketing Concept

The marketing concept, based on central tenets crystallized in the mid-1950s,
challenges the three business orientations we just discussed.18 The marketing
concept holds that the key to achieving organizational goals consists of the company
being more effective than its competitors in creating, delivering, and communicating
customer value to its chosen target markets. “Selling focuses on the needs of the
seller; marketing on the needs of the buyer. Selling is preoccupied with the seller’s
need to convert his product into cash; marketing with the idea of satisfying the needs
of the customer by means of the product and the whole cluster of things associated
with creating, delivering and finally consuming it.”
The marketing concept rests on four pillars: target market, customer needs, integrated
marketing, and profitability. The selling concept takes an inside-out perspective. It
starts with the factory, focuses on existing products, and calls for heavy selling and
promoting to produce profitable sales. The marketing concept takes an outside-in
perspective. It starts with a well-defined market, focuses on customer needs,
coordinates activities that affect customers, and produces profits by satisfying
customers.

Integrated Marketing
When all of the company’s departments work together to serve the customers’
interests, the result is integrated marketing. Integrated marketing takes place on two
levels.
First, the various marketing functions—sales force, advertising, customer service,
product management, marketing research—must work together. All of these functions
must be coordinated from the customer’s point of view.
Second, marketing must be embraced by the other departments.
External marketing is marketing directed at people outside the company. Internal
marketing is the task of hiring, training, and motivating able employees who want to
serve customers well. In fact, internal marketing must precede external marketing. It
makes no sense to promise excellent service before the company’s staff is ready to
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provide it. Managers who believe the customer is the company’s only true “profit
centre” consider the traditional organization chart—a pyramid with the CEO at the
top, management in the middle, and front-line people and customers at the bottom—
obsolete. Master marketing companies invert the chart, putting customers at the top.
Next in importance are the front-line people who meet, serve, and satisfy the
customers; under them are the middle managers, who support the front-line people so
they can serve the customers; and at the base is top management, whose job is to hire
and support good middle managers.

Profitability
The ultimate purpose of the marketing concept is to help organizations achieve their
objectives. In the case of private firms, the major objective is profit; in the case of non
profit and public organizations, it is surviving and attracting enough funds to perform
useful work. Private firms should aim to achieve profits as a consequence of creating
superior customer value, by satisfying customer needs better than competitors.
How many companies actually practice the marketing concept? Unfortunately, too
few. Only a handful of companies stand out as master marketers: Procter & Gamble,
Disney, Nordstrom, Wal-Mart, Milliken & Company, McDonald’s, Marriott Hotels,
American Airlines, and several Japanese (Sony, Toyota, Canon) and European
companies (IKEA, Club Med, Nokia, ABB, Marks & Spencer). These companies
focus on the customer and are organized to respond effectively to changing customer
needs. They all have well-staffed marketing departments, and all of their other
departments— manufacturing, finance, research and development, personnel,
purchasing—accept the customer as king. Most companies do not embrace the
marketing concept until driven to it by circumstances. Various developments prod
them to take the marketing concept to heart, including sales declines, slow growth,
changing buying patterns, more competition, and higher expenses. Despite the
benefits, firms face three hurdles in converting to a marketing orientation: organized
resistance, slow learning, and fast forgetting. Some company departments (often
manufacturing, finance, and research and development) believe a stronger marketing
function threatens their power in the organization. Resistance is especially strong in
industries in which marketing is being introduced for the first time—for instance, in
law offices, colleges, deregulated industries, and government agencies. In spite of the
resistance, many companies manage to introduce some marketing thinking into their
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organization. Over time, marketing emerges as the major function. Ultimately, the
customer becomes the controlling function, and with that view, marketing can emerge
as the integrative function within the organization.

The Societal Marketing Concept

Some have questioned whether the marketing concept is an appropriate philosophy in
an age of environmental deterioration, resource shortages, explosive population
growth, world hunger and poverty, and neglected social services. Are companies that
successfully satisfy consumer wants necessarily acting in the best, long-run interests
of consumers and society? The marketing concept sidesteps the potential conflicts
among consumer wants, consumer interests, and long-run societal welfare. Yet some
firms and industries are criticized for satisfying consumer wants at societies expense.
Such situations call for a new term that enlarges the marketing concept. We propose
calling it the societal marketing concept, which holds that the organization’s task is
to determine the needs, wants, and interests of target markets and to deliver the
desired satisfactions more effectively and efficiently than competitors in a way that
preserves or enhances the consumer’s and the society’s well-being. The societal
marketing concept calls upon marketers to build social and ethical considerations into
their marketing practices. They must balance and juggle the often conflicting criteria
of company profits, consumer want satisfaction, and public interest. Yet a number of
companies have achieved notable sales and profit gains by adopting and practicing the
societal marketing concept. Some companies practice a form of the societal marketing
concept called cause related marketing. Pringle and Thompson define this as “activity
by which a company with an image, product, or service to market builds a relationship
or partnership with a ‘cause,’ or a number of ‘causes,’ for mutual benefit. They see it
as affording an opportunity for companies to enhance their corporate reputation, raise
brand awareness, increase customer loyalty, build sales, and increase press coverage.
They believe that customers will increasingly look for demonstrations of good
corporate citizenship. Smart companies will respond by adding “higher order” image
attributes than simply rational and emotional benefits. Critics, however, complain that
cause-related marketing might make consumers feel they have fulfilled their
philanthropic duties by buying products instead of donating to causes directly.

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 HOW BUSINESS AND MARKETING ARE CHANGING
Customers increasingly expect higher quality and service and some customization.
They perceive fewer real product differences and show less brand loyalty. They can
obtain extensive product information from the Internet and other sources, permitting
them to shop more intelligently. They are showing greater price sensitivity in their
search for value.
Brand manufacturers are facing intense competition from domestic and foreign
brands, which is resulting in rising promotion costs and shrinking profit margins.
They are being further buffeted by powerful retailers who command limited shelf
space and are putting out their own store brands in competition with national brands.
Store-based retailers are suffering from an oversaturation of retailing. Small retailers
are succumbing to the growing power of giant retailers and “category killers.” Store-
based retailers are facing growing competition from direct-mail firms; newspaper,
magazine, and TV direct-to-customer ads; home shopping TV; and the Internet. As a
result, they are experiencing shrinking margins. In response, entrepreneurial retailers
are building entertainment into stores with coffee bars, lectures, demonstrations, and
performances, marketing an “experience” rather than a product assortment.

Company Responses and Adjustments

Firms are adjusting in a number of ways. Here are some current trends:
 Reengineering: From focusing on functional departments to reorganizing by key
processes, each managed by multidiscipline teams.
 Decentralized:From being managed from the top to encouraging more initiative and
“intrepreneurship” at the local level.
 Outsourcing: From making everything inside the company to buying more products
from outside if they can be obtained cheaper and better. Virtual companies outsource
everything, so they own very few assets and, therefore, earn extraordinary rates of
return.
 E-commerce: From attracting customers to stores and having salespeople call on
offices to making virtually all products available on the Internet. Business-business
purchasing is growing fast on the Internet, and personal selling can increasingly be
conducted electronically.

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 Benchmarking: From relying on self-improvement to studying world-class performers
and adopting best practices.
 Alliances: From trying to win alone to forming networks of partner firms.
 Partner–suppliers: From using many suppliers to using fewer but more reliable
suppliers who work closely in a “partnership” relationship with the company.
 Market-centered: From organizing by products to organizing by market segment.
 Global and local: From being local to being both global and local.

Marketer Responses and Adjustments

As the environment changes and companies adjust, marketers also are rethinking their
philosophies, concepts, and tools. Here are the major marketing themes at the start of
the new millennium:
➤ Relationship marketing: From focusing on transactions to building long-term,
profitable customer relationships. Companies focus on their most profitable
customers, products, and channels.
➤ Customer lifetime value: From making a profit on each sale to making profits by
managing customer lifetime value. Some companies offer to deliver a constantly
needed product on a regular basis at a lower price per unit because they will enjoy the
customer’s business for a longer period.
➤ Customer share: From a focus on gaining market share to a focus on building
customer share. Companies build customer share by offering a larger variety of goods
to their existing customers and by training employees in cross-selling and up-selling.
➤ Target marketing: From selling to everyone to trying to be the best firm serving
well defined
target markets. Target marketing is being facilitated by the proliferation of special-
interest magazines, TV channels, and Internet newsgroups.
➤ Individualization: From selling the same offer in the same way to everyone in the
target market to individualizing and customizing messages and offerings.
➤ Customer database: From collecting sales data to building a data warehouse of
information about individual customers’ purchases, preferences, demographics, and
profitability. Companies can “data-mine” their proprietary databases to detect
different customer need clusters and make differentiated offerings to each cluster.

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➤ Integrated marketing communications: From reliance on one communication tool
such as advertising to blending several tools to deliver a consistent brand image to
customers at every brand contact.
➤ Channels as partners: From thinking of intermediaries as customers to treating
them
as partners in delivering value to final customers.
➤ Every employee a marketer: From thinking that marketing is done only by
marketing, sales, and customer support personnel to recognizing that every employee
must be customer-focused.
➤ Model-based decision making: From making decisions on intuition or slim data to
basing decisions on models and facts on how the marketplace works.
These major themes will be examined throughout this book to help marketers and
companies sail safely through the rough, but promising, waters ahead. Successful
companies will change their marketing as fast as their marketplaces and marketspaces
change, so they can build customer satisfaction, value, and retention.

TYPES OF MARKETING

(DEVELOPING THE UNCONVENTIONAL CHANNELS)

a. Guerrilla Marketing

The concept of Guerrilla Marketing was invented as an

unconventional system of promotions that relies on time, energy and imagination
rather than a big marketing budget. Typically, guerrilla marketing campaigns are
unexpected and unconventional; potentially interactive; and consumers are targeted in
unexpected places. The objective of guerrilla marketing is to create a unique,
engaging and thought-provoking concept to generate buzz, and consequently
turn viral. The term was coined and defined by Jay Conrad Levinson in his book
Guerrilla Marketing. The term has since entered the popular vocabulary and
marketing textbooks.

Guerrilla marketing involves unusual approaches such as intercept encounters in

public places, street giveaways of products, PR stunts, any unconventional marketing

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intended to get maximum results from minimal resources. More innovative
approaches to Guerrilla marketing now utilize cutting edge mobile digital
technologies to really engage the consumer and create a memorable brand experience.

b. Internet Marketing
It’s also referred to as I-Marketing, Web Marketing, Online-
Marketing, Search Engine Marketing (SEM) or E-Marketing, is the marketing of
products or services over the Internet.

The Internet has brought media to a global audience. The interactive nature of Internet
marketing in terms of providing instant response and eliciting responses is a unique
quality of the medium. Internet marketing is sometimes considered to have a broader
scope because it not only refers to the Internet, e-mail, and wireless media, but it
includes management of digital customer data and electronic customer relationship
management (ECRM) systems.

Internet marketing ties together creative and technical aspects of the Internet,
including: design, development, advertising, and sales.

c. Sampling
In sampling you give free samples to consumers so as to create demand by
increasing their interest towards your products. This is used in introducing a new
product to consumers. It is used to give consumers a chance of comparing the product
with other available substitutes. It is expensive if we implement it.

d. Coupon
You supply the product along with coupons. A coupon is a certificate that
reduces the price. And, it is effective when selling new products, increasing sales for
an already established product, encouraging repeated sales and in switching the
consumers from using competitor's brands to yours. 

e. Demonstration 
This is where you educate the consumers on how to use your product.
You use it in attracting their attention. It is suitable where the products are complex
and technical in nature.

f. Contest
You conduct it to attract new consumers or in introducing new products to

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consumers. You ask the consumers to state in few words why they prefer using your
products. For the consumers to enter into the contest, they have to purchase your
product and submit evidence that they used your product which is attached to the
entry form contest. 
Your business tests the consumer's skill and ideas about the use of the product. The
best consumer is awarded the prize. This creates a new demand and strengthens
consumer's loyalty for your brand.

g. Premium Offer
This is where you temporarily reduce the price so as to increase
consumer's instincts. They are of five types; direct premium, reusable container, free
in mail premium, self liquidating premium and trading stamps.
h. Price off Offer 
You use this type of promotion to stimulate sales during a lamp slump
season. You give a temporary discount to your consumers.

i. Consumer Sweepstakes
Consumers submit their names so that you include them in the list of
prize contestants. This is done by giving tickets to your consumers. At your own
schedule you carry out draw lots and the best winner is awarded a prize.

j. Buy Back Allowance

You give consumers rewards for the previous trade deals based on the
quantity they had purchased.

k. Free Trials
You invite potential consumers to try your products without any payments
hoping that they buy them. Through it, you create new demand for your products.

[38]
 COMPANY PROFILE

GODREJ

Name of the Organisation Godrej Consumer Products Limited

(GCPL)
Establishment 7th May, 1897

Founder Ardeshir and Pirojsha Godrej

Headquarters Mumbai, India

Chairman Adi Godrej

Listing BSE, NSE

BSE Code 532424

NSE Code GODREJCP

Reuters Code GOCP.BO

Employees ~9,700

Address Pirojshanagar, Eastern Express Highway,

Vikhroli, Mumbai- 400 079

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 World wide web address
http://www.godrejcp.com

The Godrej group founder, Ardeshir Godrej, lawyer-turned-locksmith, was a

persistent inventor and a strong visionary who could see the spark in the future. His
inventions, manufactured by his brother Pirojsha Godrej, were the foundation of
today’s Godrej empire. One of India’s most trusted brand, Godrej enjoys the
patronage and trust of over 400 million Indians every single day. Our customers mean
the world to us. We are happy only when we see a delighted customer smile.

With 7 major companies with interests in real estate, FMCG, industrial engineering,
appliances, furniture, security and agri care – to name a few – our turnover crosses 2.5
billion dollars. Godrej as such an integral part of India that 20% of business is done
overseas. The presence in more than 60 countries which involves U.K., Netherlands,
Bahrain, kingdom of UAE, U.A.E., Oman, Kenya, South Africa, Bangladesh, Sri
Lanka, Vietnam, Malaysia, Singapore etc. which ensures that the customers are at
home with Godrej.

Godrej Consumer Products Ltd. (GCPL) is a flagship company of “The Godrej

Group”.

The Company is a major player in FMCG market. GCPL has three manufacturing
units located at,
 Malanpur (M.P),

 Guwahati (Assam),

 Baddi (H.P).

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 VISION AND MISSION OF THE COMPANY

VISION

“Godrej in Every home and Workplace”

 Commitment to Quality
 Customer Orientation
 Dedication & Commitment
 Discipline
 Honesty & Integrity
 Learning Organization
 Openness & Transparency
 Respect/Care & Concern for People
 Teamwork

MISSION

“Enriching Quality of Life Everyday Everywhere”

o Godrej Mission is to operate in existing and new businesses, which

capitalize on the Godrej brand and corporate image of reliability and
integrity.

o Godrej objective is to delight our customer both in India and abroad.

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 o We shall achieve this objective through continuous improvement in quality,
cost and customer service.

o We shall strive for excellence by nurturing, developing and empowering our

employees and suppliers.

o We shall encourage an open atmosphere, conducive to learning and

teamwork.

GODREJ CONSUMER PRODUCTS Ltd. (GCPL)

Godrej Consumer Products is a leading player in the Indian FMCG market with
interests in personal, hair, household and fabric care segments. Godrej Consumer
Products is the largest marketer of toilet soaps in the country with leading brands such
as Cinthol, Fairglow, and Godrej No. 1. The company is also leader in the hair colour
category in India and offers a vast product such as Godrej Renew Coloursoft Liquid
Hair Colours, Godrej Liquid & Powder Hair Dyes to Godrej Kesh Kala Oil, Nupur
based Hair Dyes. Its liquid detergent brand Ezee is the market leader in its category.

BOARD OF DIRECTORS (GODREJ CONSUMER PRODUCTS)

1. Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities that are part of
one of India’s leading conglomerates. Adi Godrej received his undergraduate and
Master’s degree in management from the Massachusetts Institute of Technology. 

These include Indian companies like Godrej Industries, Godrej Consumer Products,
Godrej Properties as well as international companies such as Keyline Brands U.K and
Rapidol South Africa. In his capacity as Chairman, he also presides over the Group’s
joint venture company Godrej Hershey. He is also the Chairman of The Board of

[42]
 Trustees of the Dadabhai Naoroji Memorial Prize Fund.

As a Director of numerous firms, including Godrej & Boyce, Godrej Household

Products (formerly known as Godrej Sara Lee), Godrej Agrovet, Godrej International
and Godrej Global MidEast FZE he is responsible for shaping the long term strategy
for these organizations and driving a focus on value creation. 

Over the last five decades Adi Godrej has played an important role in the
development of a variety of industries by leading key organizations of trade and
commerce as the former Chairman and President of the Indian Soap & Toiletries
Makers’ Association, the Central Organisation for Oil Industry and Trade, the Solvent
Extractors’ Association of India, the Compound Livestock Feeds Manufacturers’
Association, the Indo-American Society and as member of the Governing Board of
the National Council of the Confederation of Indian Industry.
Adi Godrej has also participated actively in the field of management education as a
former Chairman of the Governing Council of the Narsee Monjee Institute of
Management Studies, as a former member of the Dean’s Advisory Council of the MIT
Sloan School of Management and the Wharton Asian Executive Board. Adi is a
member of Tau Beta Pi (The Engineering Honor Society) and also serves as a member
of the Governing Board of the Indian School of Business.
For his contribution to Indian industry Adi has been the recipient of several awards
and recognitions including the Rajiv Gandhi Award 2002.

2. Jamshyd Godrej
Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated in
Mechanical Engineering from Illinois Institute of Technology, USA. The President
of India conferred on Jamshyd the “Padma Bhushan” on 3rd April 2003.

Jamshyd is the Chairman of Aspen Institute – India. He is the Vice President of World
Wide Fund for Nature – International and is a Trustee and President Emeritus of
World Wide Fund for Nature – India. He is a Director of World Resources Institute,
USA; and a Director of Climate Works Foundation, USA. He is the Past President of
Confederation of Indian Industry and also the Past President of the Indian Machine

[43]
 Tool Manufacturers’ Association. 

Jamshyd is the Chairman of the CII Sohrabji Godrej Green Business Centre. The
Centre is housed in a LEED Platinum demonstration building which is the first green
building in India and the greenest building in the world at the time when it was rated.
The Green Business Centre is a Centre of Excellence for green buildings, energy,
energy conservation, non-conventional energy sources, water policy, water
conservation etc.

Godrej and Boyce, manufactures and markets refrigerators; washing machines; air
conditioners; office furniture; home furniture; security equipment for banks (such as
safes, strong room doors, bank lockers, etc.) and for commercial establishments and
homes; locks and latches, forklift trucks and warehousing equipment; process
equipment for chemical, petrochemical, refineries and allied industries; precision
tools for sheet metal, zinc, aluminium and thermoplastics; real estate development.
The Godrej group is leaders in home appliances, consumer durables, office
equipment, industrial products, consumer products and services.

3. Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej
Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej
Foods, Godrej Consumer Products and Godrej Household Products. A Bachelor of
Chemical Engineering from the Massachusetts Institute of Technology and a Master
of Chemical Engineering from Stanford University, Nadir has also done his MBA
from the Harvard Business School.

A veteran of Indian industry, Nadir has played an important role in developing the
animal feed, agricultural input and chemicals businesses owned by Godrej. His active
interest in research related to these areas has resulted in several patents in the field of
agricultural chemicals and surfactants.  With his tremendous experience and expertise
Nadir has also contributed to the development of a variety of industries by
participating keenly in industry bodies such as the Compound Livestock Feed
Manufacturers Association of India, Indian Chemical Manufacturers Association and
Oil Technologists’ Association of India.
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 Currently, Nadir is the President of the Indo French Technical Association and the
Alliance Franchise Mumbai. For his contribution to Indo-French relations, the French
Government has honoured Mr.Godrej with the awards of “Chevalier de L’Ordre
National due Merite” and “The National Order of the Legion of Honour”.

4. Bala Balachandran
Bala Balachandran began his teaching career in 1960 while a graduate student at
Annamalai University, India. In 1967 he moved to the University of Dayton and in
1971, to Carnegie-Mellon University, Pittsburgh, where he taught management
courses while working on his doctorate. In 1973 he joined the Kellogg Graduate
School of Management faculty. From 1979-83 he chaired the Department of
Accounting and Information Systems and Decision Sciences. He is also director of the
Accounting Research Center. BSc (Hons.), Mathematics, Statistics, MA 1961, MSc
1963, Applied Statistics, Annamalai University MSE 1969, Engineering, University
of Dayton; MSIA 1972, Business Administration, PhD 1973, Industrial
Administration, Carnegie-Mellon University; CPA 1978; CMA 1979; CIA 1984.

Professor Balachandran's teaching interests include managerial accounting, auditing,

management information systems, and mathematical programming. He is one of three
Kellogg faculty members who started the Information Resource Management
Program (IRM) at Northwestern in 1974. He has authored more than 55 research
articles and is currently writing a managerial accounting textbook with emphasis on
cost management in an automated manufacturing environment. He is department
editor in accounting for Management Science, associate editor for The Accounting
Review and on the editorial boards of Contemporary Accounting Research, and the
Journal of Accounting, Auditing and Finance.

Professor Balachandran's research deals with performance evaluation, cost

management, audit planning, allocation models, and forecasting. His recent work
includes auditors' legal liability and game theoretic cost allocation models with
transfer pricing. His work has earned numerous scholastic honors, awards, and
fellowships, and he serves as a consultant to senior management in industry, as well
as to the U.S. Air Force, in the areas of accounting, forecasting, and strategic decision

[45]
 support systems. He has provided executive education for various companies and the
government and is the program director for "Managing Cost Information for Effective
Strategic Decisions", a three- day program conducted at the James L. Allen Center
each year during the spring and fall.

5. Bharat Doshi
Bharat Doshi is presently Executive Director & Group Chief Financial Officer (Group
CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6
billion Mahindra Group, which is among the top 10 industrial houses in India. M&M
is the largest manufacturer of multi-utility vehicles and agricultural tractors in India.
He was the President of the Trade & Financial Services Sector from December 1994
to October 2007 of Mahindra Group.
Bharat holds a Bachelor's Degree in Commerce and Master's Degree in Law from the
Bombay University, and is a Fellow Member of the Institute of Chartered
Accountants of India and the Institute of Company Secretaries of India. He attended
the Programme for Management Development (PMD) at the Harvard Business
School. Bharat is also a Fellow of the Salzburg Seminar on "Asian Economies:
Regional and Global Relationships", held in December 2000.
Bharat joined Mahindra & Mahindra Limited in 1973 and has held various senior
managerial positions over the past 34 years and was elevated to the Company's Board
in 1992.
Bharat is Chairman of Mahindra & Mahindra Financial Services Limited, Mahindra
Intertrade Limited and Mahindra Rural Housing Finance Limited. He also serves on
the Boards of Tech Mahindra Limited, Mahindra Holdings Limited, Mahindra
Holdings & Finance Limited, Mahindra International Ltd., Mahindra Navistar
Engines Pvt. Limited and Mahindra USA Inc. He was also a Director on the Board of
Ford affiliate in India from May, 1997 to March, 2005.

He serves as an independent director on the Boards of Godrej Consumer Products.,

Franklin Templeton Trustee Services Pvt. Ltd. and NSE.IT Ltd. He is also on the
Board of Governors of the Mahindra United World College of India. He was a
Member of the Board of Governors of Indian Institute of Management, Kozhikode,
from September 1997 to March 2008. He was a member of the Managing Committee
of Bombay Chamber of Commerce & Industry from May 2005 to May 2007. He was
[46]
 Founding Member and member of the Governing Council of InAct
(Indian Association of Corporate CFOs & Treasurers). 

Bharat is very actively involved with the work of several Chambers of Commerce and
Industry in India and is a member of various Expert Committees, which influence
economic and business policies of the Government. He was the Chairman of Expert
Committee on Economic Affairs of Bombay Chamber of Commerce & Industry
(BCCI) during 1996-97. He was also the Convenor of the BCCI "Think Tank",
constituted as a special body to support the Chamber's initiatives on policy issues. In
1991, he was selected by the World Bank to attend a course on 'Development Policy
& Management - The Role of the Public Sector in Development', which was held in
Washington and Tokyo under the joint auspices of the Economic Development
Institute of the World Bank and the Japanese Foundation for Advanced Studies on
International Development. 

Bharat was a member of the High Powered Expert Committee constituted by the
Ministry of Finance, Government of India, on Making Mumbai an International
Financial Centre and is a member of the SEBI (Securities and Exchange Board of
India) Committee on Disclosures and Accounting Standards (SCODA). Bharat has
been elected as Vice President of Bombay Chamber of Commerce & Industry (BCCI)
for the year 2008-09.

Bharat was adjudged 'India's Best CFO' by the leading business fortnightly Business
Today (India Today Group Publication) in April 2005. He was also conferred the
'CFO of the Year' Award, honouring financial excellence, instituted by IMA India, an
associate of The Economist Group, in December 2005. In November 2007, Bharat
was honoured with the prestigious CNBC CFO of the Year 2007 award.

6. Rama Bijapurkar
Rama Bijapurkar is a recognized thought leader on marketing strategy and consumer
related issues in India, and describes her mission as "providing market focus in
business strategy development". She has her own strategic marketing consulting
practice and works across a wide range of sectors, helping organizations develop the
market strategy as part of their business strategy.
[47]
 In addition to her consulting practice, she teaches at IIM Ahmedabad (her alma mater,
and serves and on the boards of GCPL, CRISIL, Infosys and UTI Bank Ltd.

Immediately prior to setting up her own practice, she worked with McKinsey and
MARG. Ms. Bijapurkar is well published on market strategy, and consumer related
issues both in India and outside.

7. Omkar Goswami
Omkar Goswami is the Founder and Chairman of CERG Advisory Private Limited.
CERG is the acronym for the Corporate and Economic Research Group. A
professional economist, Goswami did his Masters in Economics from the Delhi
School of Economics in 1978 and his D.Phil (Ph.D) from Oxford in 1982. He taught
and researched economics for 18 years at Oxford, Delhi School of Economics,
Harvard, Tufts, Jawaharlal Nehru University, Rutgers University and the Indian
Statistical Institute, New Delhi.

Its objectives are to use Indian as well as international resources to provide best in
class:

o Corporate advisory and consulting services for companies and industries in

India and abroad.
o Research and analytics on markets, industries and businesses.

o Economic and policy analyses of different markets, regions, countries,

industries, as well as trade, monetary, fiscal and exchange rate regimes.
o Strategic profiling of countries, regions and international institutions for clients.

o Research, surveys and analytical work for governments, companies, banks,

investors, international multilateral institutions and NGOs.
o International and national workshops, conferences and roundtables on focused
policy areas.

In March 1997 he moved away from formal academics to become the Editor of
Business India, one of the country’s prestigious business magazines. From August

[48]
 1998 up to March 2004, Goswami served as the Chief Economist of the
Confederation of Indian Industry & the premier apex industry organisation of India.
Goswami has served on several government committees. He was the Chairman of the
Committee on Industrial Sickness and Corporate Restructuring in 1993, which
recommended revamping India’s bankruptcy laws and procedures; member of the
Working Group on the Companies Act; the CII Committee on Corporate Governance;
the Rakesh Mohan Committee on Railway Infrastructure Reform; the Vijay Kelkar
Committee on Direct Tax Reforms; the Naresh Chandra Committee on Auditor-
Company Relationship; the N.R. Narayana Murthy SEBI Committee on Corporate
Governance Reforms; and others.

Goswami has been a consultant to the World Bank, the IMF, the Asian Development
Bank and the OECD. He serves on the board of Dr. Reddy’s Laboratories and Infosys
Technologies — two of India’s most prestigious knowledge–based companies. He
also serves on the board of Infrastructure Development Finance Company, Crompton
Greaves, Cairn India Ltd. and DSP-Merrill Lynch Fund Managers.

Other than his regular columns for newspapers and magazines, Goswami has authored
three books and over 70 research papers on economic history, industrial economics,
public sector, bankruptcy laws and procedures, economic policy, corporate finance,
corporate governance, public finance, tax enforcement and legal reforms.

8. A. Mahendran
A.Mahendran is Managing Director, Godrej Consumer Products, India's premier
FMCG Company. He is also Director of Godrej Household Products (formerly known
as Godrej Sara Lee) and Godrej Hershey. In addition to his current profile, he is
Director for the Godrej group’s FMCG portfolio and, as part of the group’s leadership
team, plays a key role in the areas of M&A, Leadership Development, Strategy,
Channel Development and Finance. Mahendran is a founder member and President of
the Home Insect Control Association (HICA) and an acknowledged authority on
household pest control. He is also a Promoter-Director of Harvey Heart Hospitals,
Chennai, a super-specialty hospital in cardiac care, and a founder member of the
Great Lakes Institute of Management. 

[49]
 Mahendran graduated from Madras Loyola College in 1976 and proceeded to
complete his Chartered Accountancy in 1979
In his earlier role as the Managing Director of Godrej Sara Lee, Mahendran has
played a pivotal role and steered the fortunes of the Company since its inception and
has nurtured the Good Knight brand into an acknowledged ’Super Brand’ every year.

He was the architect of the merger between Godrej Tea and Godrej Industries Foods
Division to create Godrej Beverages & Foods (GBFL) in 2006 (since renamed as
Godrej Hershey). 

Prior to his association with the Godrej Group Mahendran was a partner with M/s R G
N Price & Co before joining Transelektra Domestic Products Limited, as an
Executive Director in 1987. On Transelektra’s takeover by the Godrej Group in 1994,
he was nominated as Managing Director of the Company by the Godrej Group and
continued in this capacity after Sara Lee Corp. acquired a 51% stake in 1995.
Mahendran serves on the board of the Multi Commodity Exchange (MCX) and is on
several industry forums such as FICCI, CII, Crop Care Federation of India and the
Pest Control Association of India. 

9. Aman Mehta
Aman Mehta has a Bachelor’s degree in Economics from Delhi University. He has
over 35 years of experience in various positions with the HSBC Group. He was the
Manager, Corporate Planning at The Hong Kong and Shanghai Banking
Corporation’s headquarters in Hong Kong.

He was the Chairman and Chief Executive Officer of HSBC USA Inc., the New
York-based arm of HSBC Holdings plc which oversaw HSBC group companies in the
Americas, before being appointed as Deputy Chairman of HSBC Bank Middle East,
based in Dubai with responsibility for the Group’s operations in the Middle East
region. Aman was re-appointed General Manager International of the Hong Kong and
Shanghai Banking Corporation in February 1998, Executive Director International in
May 1998 and Chief Executive Officer in January 1999.

Aman also became Chairman of HSBC Bank Malaysia Berhad on January 1, 1999
[50]
 and a Director of HSBC Bank Australia Limited. He retired from HSBC in December
2003 and presently is an independent non-executive director of several public
companies in India such as Tata Consultancy Services Ltd., Wockhardt Ltd, Max
Healthcare Institute Ltd. and Jet Airways Ltd and overseas companies such as Raffles
Holdings Ltd., PCCW Ltd and Vedanta Resources PLC.

10. D Shivakumar
D. Shivakumar is currently Vice President & Managing Director of Nokia India Pvt
Ltd. Nokia has a strong presence in India across manufacturing, infrastructure, sales,
marketing and retail. Nokia is India’s largest MNC and the Nokia brand is India’s
most trusted brand. Nokia India is the second largest market for Nokia globally.
Shiv is an engineer from IIT Chennai, and a postgraduate from the Indian Institute of
Management, Kolkata. Shiv has over two decades of experience. The bulk of his
experience is marketing and general management. Shiv has handled more than 34
brands in his career. Shiv spent many years at Hindustan Lever and then moved to
Philips to run Consumer electronics where he was on the Philips Board. Shiv has been
with Nokia since 2006.

Shiv writes, teaches, and is an avid sports watcher. He is married to Hamsini who runs
her own Brand and Innovation consulting firm.

MANAGEMENT TEAM (GODREJ CONSUMER PRODUCTS)

1. P. Ganesh
P. Ganesh is Executive Vice President – Finance & Commercial and Company
Secretary, Godrej Consumer Products (GCPL). With over 15 years of experience in
the domain of finance, his responsibilities include finance functions like accounts,
MIS, funds management and taxation besides being the Company Secretary for
GCPL.  Having started his career as a Management Trainee at Godrej, Ganesh has
been instrumental in the implementation of the EVA framework in the Godrej Group.
He has also closely been associated with the first acquisition made by GCPL namely
Keyline Brands Ltd. where he had a two year stint (2006 – 08) as the CFO.  A
Chartered Accountant and also having completed CS and ICWA

[51]
2. A.Mahendran
A.Mahendran is Managing Director, Godrej Consumer Products, India's premier
FMCG Company. He is also Director of Godrej Household Products (formerly known
as Godrej Sara Lee) and Godrej Hershey. In addition to his current profile, he is
Director for the Godrej group’s FMCG portfolio and, as part of the group’s leadership
team, plays a key role in the areas of M&A, Leadership Development, Strategy,
Channel Development and Finance. In his earlier role as the Managing Director of
Godrej Sara Lee, Mahendran has played a pivotal role and steered the fortunes of the
Company since its inception and has nurtured the Good Knight brand into an
acknowledged ’Super Brand’ every year. He was the architect of the merger between
Godrej Tea and Godrej Industries Foods Division to create Godrej Beverages &
Foods (GBFL) in 2006 (since renamed as Godrej Hershey). 

Prior to his association with the Godrej Group Mahendran was a partner with M/s R G
N Price & Co before joining Transelektra Domestic Products Limited, as an
Executive Director in 1987. On Transelektra’s takeover by the Godrej Group in 1994,
he was nominated as Managing Director of the Company by the Godrej Group and
continued in this capacity after Sara Lee Corp. acquired a 51% stake in 1995.
Mahendran is a founder member and President of the Home Insect Control
Association (HICA) and an acknowledged authority on household pest control. He is
also a Promoter-Director of Harvey Heart Hospitals, Chennai, a super-specialty
hospital in cardiac care, and a founder member of the Great Lakes Institute of
Management.  Mahendran serves on the board of the Multi Commodity Exchange
(MCX) and is on several industry forums such as FICCI, CII, Crop Care Federation of
India and the Pest Control Association of India.  Mahendran graduated from Madras
Loyola College in 1976 and proceeded to complete his Chartered Accountancy in
1979.

3. Dr. Rakesh K. Sinha

Dr. R. K. Sinha is Chief Operating Officer (Operations), Godrej Consumer Products
(GCPL), India’s premier FMCG Company. Dr. Sinha has headed several functions in
Godrej Soaps including Strategic Planning, Information Systems, and Marketing. He
has also served on the Board of Governors of the Institute of Chartered Financial

[52]
 Analysts of India (ICFAI) and is actively involved in several key initiatives within the
company like E-Commerce and Efficient Consumer Response (ECR). Dr.Sinha
completed his B.Tech. in Mechanical Engineering from I.T., BHU and post
graduation in Industrial Management from NITIE. He has been a Gold Medalist
throughout his academic career. He joined Godrej Soaps as a Management Trainee in
1980. While working with Godrej Soaps, he continued his academic pursuit and
completed ICWA, CFA and Ph.D. from I.I.T., Bombay. He holds the distinction of
being the first doctorate in Supply Chain Management in India and serves as guest
faculty at several leading Management Institutes in India.

4. Bhupendar Sodhi
Bhupendar Sodhi is Executive Vice President, Sales, Godrej Consumer Products
(GCPL), India’s premier FMCG Company. Part of the Godrej Group for over 36
years, Sodhi is known for taking up new challenges and has been instrumental in
leading the entire sales force of GCPL to new heights. Prior to heading the sales
function at GCPL, Sodhi worked with Godrej HiCare. as a National Sales Manager. 

He played a pivotal role in handling major sales assignments across MP, Vidharba
and Mumbai. Known for his exemplary hard work and a firm believer of “Work is
worship,” Sodhi feels there is much more to improve in his sales force. A Commerce
graduate from Mumbai University, Sodhi went on to pursue higher studies with a
Diploma in Administrative Management. He lives in a joint family with his elder
sister, mother, younger brother and his family. An avid numismatist, he loves
collecting old stamps and coins of India

5. Jimmy Anklesaria
Jimmy Anklesaria is Executive Vice President, International Operations, Godrej
Consumer Products (GCPL). Jimmy looks after the GCPL subsidiaries in UK, SA and
GCC locations. He has successfully handled the acquisition of Keyline Brands and
also initiated the joint venture between SCA, Sweden and GCPL for hygiene
products. Jimmy has played a key role in re-structuring Rapidol operations with a
strong supply chain. An MBA, Jimmy has over 30 years of experience in General
Management, Sales and Marketing and has successfully handled diverse portfolios in

[53]
 personal care and OTC categories. He believes in living a fulfilling work life with a
continuous aim to achieve the goals of GCPL’s International Operations.

6. Sumit Mitra
Sumit Mitra is Executive Vice-President, Human Resources, Godrej Industries. He
also heads the HR function for International Operations at Godrej Consumer Products
(GCPL).
Having started his career as a Management Trainee at Godrej, he has completed 13
years in the company and has played an important role in making GCPL a Great Place
to Work. An MBA in Human Resource from Symbiosis Institute of Business
Management, Sumit is a certified trainer and assessor. In the Godrej Group, he has
been involved in leading several projects including launching the Open Appraisal
System, Talent Management and the Godrej University (GOLD). 

7. Dr. Sunder Mahadevan

Dr. Sunder Mahadevan is Executive Vice President, Research & Development,
Godrej Consumer Products (GCPL). He heads the Personal Care department at
GCPL. With his varied experience of working in leading FMCG companies like
Dabur, Emami and Colgate Palmolive, he looks after a number of roles in product and
packaging. Previously employed at Dabur Research Foundation, Dr. Mahadevan has
successfully handled a number of projects pertaining to soaps, shampoos, sensory
panels, Technical Consumer Research and Development (TCRD) and flavor
development. With a doctorate in Chemistry, he has been leading the GCPL Research
& Development cell for 3 years now.

8. Rajesh Tiwari
Rajesh Tiwari is Executive Vice President, Operations, Godrej Consumer Products
(GCPL). He was a key member in setting up the Malanpur unit in 1991 and since then
looks after the entire supply chain of GCPL right from procurement, production
planning, manufacturing and logistics. He has been instrumental in bringing in quality
benchmark practices in the Malanpur unit achieved through TQM/TPM. A Chartered
Accountant, Rajesh looks after the TQM/TPM Operations, Finance and HR practices
at GCPL. A part of the Godrej Group for almost 19 years, Rajesh’s involvement in
internal audits, account management and other managerial functions ensured that
GCPL always achieved its target.

[54]
 CODE OF CONDUCT

THE BOARD OF DIRECTORS AND SENIOR MANAGEMNET

Applicability of the Code of Conduct

This Code of Conduct (Code) applies to Directors of Godrej Consumer Products Ltd.
(GCPL). It also applies to the senior management of the company i.e. one level below
the executive directors, and all functional heads. 

Code of Conduct

The Board of Directors and Senior Management of Godrej Consumer Products Ltd.
(GCPL) should:

 Demonstrate the highest standards of integrity, business ethics, and corporate

governance.
 Perform their roles with competence, diligence, in good faith and in the best
interests of the Company.

 Provide expertise and experience in their areas of specialization and share

learnings at Board meetings with the best interests of the Company and its
stakeholders in mind. They should point the company's management in the
'right' direction based on their experience and judgement.

[55]
  Give careful and independent consideration to the affairs of the company and
all documents placed before them to satisfy themselves with the soundness of
key decisions taken by the Management. They should call for additional
information, where necessary, for making such judgements.

 Not engage in any business, relationship or activity which detrimentally

conflicts with the interest of the Company / Godrej Group or bring discredit to
it. Any situation that creates a conflict of interest between personal interests
and the Company and its stakeholders' interests must be avoided at all costs.

 Follow all the guidelines put forth in the Insider Trading Code of Conduct.

 Not disclose any confidential/privileged information of the Company and

should direct any media queries or approaches to the appropriate spokesperson
within the Company.

ORGANISATION TIMELINE

 1897 - Godrej & Boyce Mfg. Co. Ltd established

 1918 - Godrej Soaps Limited incorporated

 1961- Godrej Started Manufacturing Forklift Trucks in India

 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej

Soaps

 1974 - Veg oils division in Wadala, Mumbai acquired

 1990 - Godrej Properties Limited, another subsidiary, established

 1991 - Foods business started

 1991 - Godrej Agrovet Limited incorporated

 1994 - Transelektra Domestic Products acquired

 1995 - Transelektra forged a strategic alliance with Sara Lee USA

 1999 - Transelektra renamed Godrej Sara Lee Limited

[56]
 2001 - Godrej Consumer Products was formed as a result of the demerger of
Godrej Soaps Limited. Godrej Soaps renamed Godrej Industries Ltd.

 2002 - Godrej Tea Limited set up

 2003 - Entered the BPO solutions and services space with Godrej Global
Solutions Limited

 2004 - Godrej Hi Care Limited set up to provide a Safe Healthy Environment

to customers by providing professional pest management services

 2006 - Foods business was merged with Godrej Tea and Godrej Tea renamed
Godrej Beverages & Foods Limited

 2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey
Company of North America and the company was renamed Godrej
Hershey Foods & Beverages Limited

 2008 - Godrej relaunched itself with new colourful logo and a fresh identity
music

We Care ….about the quality of your life Figure 3.3.1

AWARDS

 GCPL, the Highest Ranked Indian FMCG in Asia's Hot Growth Companies'
List by Business Week
 Godrej Consumer Products Ltd. has been ranked 14th in The Best Companies
to Work For study. This study was jointly conducted by Business Today,
Mercer and Taylor Nelson Sofres (TNS)

 Godrej Consumer Products Ranks 6th in ET-Hewitt Best Employers of India

survey

[57]
 GCPL ranked 15th in Great Places to Work 2006 survey

 The Corporate Citizen of the Year Award given by Economic Times.

 Flagship brands Goodknight, Cinthol and Ezee selected Superbrands by the

Superbrands Council

 Godrej Sara Lee, the JV between the Godrej Group and Sara lee Corporation,
USA is acknowledged the World's largest mat manufacturers and South Asia's
largest manufacturers of Coils.

 Godrej Consumer Products Limited, adjudged as a Business Superbrand by

the Super Brands Council.

 The Return on Capital Employed and Return on Net Worth ratios of Godrej
Consumer Products - the highest in corporate India.

 Godrej Consumer Products was awarded the "Best Managed Workforce"

award given by Hewitt Associates and CNBC TV18.

 Godrej Consumer Products features in the Top 25 list of Great Places to Work
(survey conducted by Grow Talent in association with Business World) for four
years in a row.

 Lifetime Achievement Award for Godrej Industries from CHEMEXCIL, the

Basic Chemicals Pharmaceuticals and Cosmetics Exports Promotion Council.

 All India best FMCG company to work with- Business Today

ACHIEVEMENTS

 In 1897, Godrej Introduced the first lock with lever technology in India.
 In 1902, Godrej made the first Indian safe.

[58]
 In 1920, Godrej made soap using vegetable oil, which was a huge hit with the
vegetarian community in India

 In 1955, Godrej produced India's first indigenous typewriter

 In 1989, Godrej became the first company to introduce PUF ( Polyurethane

Foam)

 Introduced India's first and only 100% CFC, HCFC, HFC free refrigerators

THE GODREJ GROUP STRUCTURE

[59]
 Figure 3.4.1

The Godrej Group touches the lives of 400 million Indians who use at least one of our
products every single day. Our commitment to quality, attention to detail and
customer centricity has helped us earn the trust of generations of Indians.

[60]
 COMPANIES IN WHICH GODREJ OPERATES

GODREJ & BOYCE MANUFACTURING Ltd.

In 1897 a young man named Ardeshir Godrej gave up law and turned to lock-making.
Ardeshir went on to make safes and security equipment of the highest order, and then
stunned the world by creating toilet soap from vegetable oil. His brother Pirojsha
Godrej carried Ardeshir's dream forward, leading Godrej towards becoming a vibrant,
multi-business enterprise. Pirojsha laid the foundation for the sprawling industrial
garden township now called Pirojshanagar in the suburbs of Mumbai, where the
Godrej Group has its headquarters.

Godrej & Boyce Mfg. Co. Ltd., the holding company of the Godrej Group, started its
journey with the manufacture of high quality locks in 1897. Today, we have 15
diverse business divisions offering consumer, office, and industrial products and
services of the highest quality to every corner of India and across the globe.

Divisions of Godrej & Boyce Mfg. Co. Ltd.:

Appliances AV Solutions (Prima)

Construction Electricals & Electronics

Furniture (Interio) Lawkim Motors

Locks Material Handling

Precision Engineering Precision Systems

Process Equipment Security Solutions

Storage Solutions Tooling

Vending (Prima)

The value integrity, trust, service and respect for individuals and for the environment.
They pride themselves for being one of India’s most respected corporate houses

[61]
 known for our philanthropy and initiation of labour reforms besides being recognized
for our fair, transparent and ethical dealings. Their people are our assets who are
groomed to deliver their best. What makes them special? At Godrej, it’s more than a
career. It’s an opportunity to live your dreams and be part of a culture that nurtures
ambition, challenges and provides freedom to operate and express your ideas.

BOARD OF DIRECTORS OF GODREJ & BOYCE

MANUFACTURING Ltd.

1. Jamshyd Godrej
Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce Mfg. Co. Ltd. He
graduated in Mechanical Engineering from Illinois Institute of Technology, USA. He
is the Chairman of Aspen Institute – India.

2. Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities
that are part of one of India’s leading conglomerates. These include Indian companies
like Godrej Industries, Godrej Consumer Products, Godrej Properties as well as
international companies such as Keyline Brands U.K and Rapidol South Africa.

3. Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej
Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej
Foods, Godrej Consumer Products and Godrej Household Products.

4. Kavas Petigara
Kavas Petigara is a Chemical Consultant and a businessman. He is the
Managing Partner of Scitech Corporation. He has been associated with chemical and
allied business activities in India and abroad for many years.

5. Vijay Crishna
Vijay Crishna is the Executive Director of Lawkim Motors Group. He
joined Lawkim Ltd, a bankrupt light engineering company taken over by the Godrej

[62]
 Group at the behest of N.P. Godrej in 1977 after eight years of management
experience in Kolkata.

6. Behram Hathikhanavala
Behram Hathikhanavala is a Management Consultant. He is a Commerce
Graduate and has obtained his Masters Degree in Business Administration from
Harvard Business School, USA.

7. Fali Sarkari
Fali Sarkari is a Chartered Accountant by profession and retired as a
Senior Partner from Kalyaniwalla & Mistry, a reputed firm of Chartered Accountants,
in Mumbai. He has extensive professional and business experience.

8. Phiroze Lam
Phiroze Lam is the Executive Director & President of the Company and has
been associated with the Company since 1975. Prior to joining Godrej, he was a
partner in the Solicitors firm of Payne & Co.

9. Kyamas Palia
Kyamas Palia is the Executive Director (Finance) of the Company and has
been associated with the Company since 1970. He holds a Master’s Degree in
Commerce and a Diploma in Managerial Accounting from the Mumbai University,
and a Ph.D. in Business Administration from the Oklahoma State University, USA.

10. Pradip Shah

Pradip Shah started IndAsia, a corporate finance and private equity
advisory business, in April 1998. IndAsia entered into a joint venture with AMP in
2001 for the private equity business in India. Prior to starting IndAsia, he helped
establish the Indocean Fund in 1994 in association with affiliates of Chase Capital
Partners and Soros Fund Management.

11. Anita Ramachandran

Anita Ramachandran founded Cerebrus Consultants, a well known HR
consulting firm in 1995, focused on consulting in Rewards management, Organization
development and Strategic HR. Cerebrus has a national presence with offices in the
five metros and has 70 HR professionals.

[63]
12. Anil Verma
Anil Verma is the Executive Director (Personnel & Administration) of
the Company and has been associated with the Company since 1983. He is an
Engineering graduate and has an MBA from the prestigious Indian Institute of
Management, Ahmedabad.

[64]
 GODREJ SARA LEE Ltd. OR GODREJ HOUSEHOLD
PRODUCTS Ltd.

Godrej Household Products Limited, formerly known as Godrej Sara Lee, is the
market leader in the Indian household insecticides category and has a dominant
presence in the air care, shoe care and male hair care categories. Apart from India, it
has also achieved substantial market leadership in Nepal, Fiji and Yemen.

On 8 August, 1994, Transelektra Company (TDPL) and the Goodknight brand came
into the Godrej fold. A year later, the company became a joint venture between the
Godrej Group and Sara Lee Corporation. In May 2010, Godrej Consumer Products
Limited announced the acquisition of the Sara Lee share in the joint venture and the
company was renamed as Godrej Household Products Limited (GHPL).

As one of India’s premier FMCG companies with a significant international presence

GHPL combines the values and traditions of a renowned conglomerate and offers
world-class products and services to the Indian and global consumer. GHPL’s
workforce of nearly 750 committed employees work within a “High Values- High
Performance” culture to preserve a strong track record of excellent performance.
GHPL’s manufacturing foot print is spread across the country and its distribution
network reaches more than 500,000 retail outlets nationwide. Its manufacturing
facilities are located in Pondicherry, Chennai, Guwahati, Meghalaya, Jammu and
Goa. GHPL exports to 51 countries with a significant proportion of its exports going
to markets within the SAARC Countries and South-east Asian region. It also has full-
fledged operations in Sri Lanka and Bangladesh. The company has a state-of-art
research center based in Vikhroli, Mumbai. Equipped with all the modern amenities, a
team of scientist carries out extensive research in 5 major sectors. Amongst its
significant achievements, GHPL bagged the President’s Award from Sara Lee
worldwide for its excellence in management and record performance for 3 times in a
row from 2000 to 2003.

GHPL markets well known brands like Goodknight, HIT, Ambipur, Brylcreem and
Kiwi

[65]
Achievements;

o HSBC Award : "Best Domestic Solution" award Cash Management from

HSBC Bank.

o Super Brand Award : Goodknight ,Brylcreem.

o Goodknight : No. 1 household care brand in “Brand Equity” survey.

o Goodknight : Featured as the 14th Most trusted brand in “Brand Equity “

survey in FMCG industry.

VISION AND MISSION

“We will, be among the largest two players in Asia (excluding Japan) in Household
Insecticides category”.

“Build a profitable Rs. 100 crore aircare business in India”.

We shall achieve these objectives by :

o Accelerating the growth and capturing dominant share in Indian market.

o Actively pursuing overseas acquisition.

o Building operational excellence through the principles of Theory of

Constraints.

o Nurturing a high – performance high – values culture.

The Management Philosophy of GHPL can be expressed in a single word: "PRIDE"

 Passion.

 Respect for people.

 Integrity.

[66]
  Dedication.

 Extraordinary Creativity.

Environment Policy;

Godrej Household Products, provider of household and environmental pest control

solutions, strives to maintain a harmonious relationship with the environment
by minimizing adverse environmental impacts and continually improving upon them.

This shall be achieved by;

 Setting environmental targets and continuously reviewing them.

 Continuously improving machinery and processes to achieve better

environmental performance.

 Using all resources optimally thereby minimizing waste.

 Developing an employee force committed to these targets through training and

continual up gradation of skills and knowledge.

 Foreseeing and minimizing significant adverse environmental impacts of new

developments through proper planning and design.

 Complying with environmental rules and regulations wherever applicable.

 Integration with Quality Management System.

Quality Policy;

At Godrej Household Products, we have an obligation to work and provide only

the best and ever-improving products and services. To achieve this, we have a few
policies, including one for quality, which each employee follows. We
shall satisfy the stated needs of our customers and shall endeavour
to fulfil their implied needs with utmost delight.

We shall do this by enhancing the total quality of our products through.

 Continuous improvement in machinery & processes.

 Creatively collaborating with vendors.

[67]
  Nurturing, developing and empowering our people.

 Finding new ways to satisfy customer needs.

 Value Engineering & Value Analysis.

PRODUCTS OF GODREJ SARA LEE Ltd. OR GODREJ

HOUSEHOLD PRODUCTS Ltd.

Good Knight ;
Goodknight is the only fully entrenched brand in HI with significant presence in all
the formats. Goodknight grew from strength to strength launching Mats followed by
Liquid Vaporisers, coils, lotions and aerosols.
There is a stark difference between Goodknight and other brands in this category.
Every other brand talks of killing mosquitoes; Goodknight feels it simply needs to
state that it protects against them.

HIT ;
With increasing awareness among consumers regarding the harmful effects of pests,
particularly mosquitoes & cockroaches, their tolerance levels towards them in their
houses have also fallen down significantly. With this, there is a rising need to not
just repel them but kill them, instantly. And this when only one brand comes to
mind, HIT, which is considered the most powerful & efficacious of pest solutions
that kills pests instantly.HIT was introduced in form of the first Do-it-Yourself
Specialist Flying Insect & Crawling Insect Killer Spray in 1991, when consumers
used the traditional route of spraying a mixture of kerosene & chemicals to kill
household pests. Understanding the consumer’s needs, HIT was launched with a
promise of eliminating pests in the best possible way and thereby introduced a wide
range of products in the form of aerosols, chalks and baits.

JET ;
JET Brand is the regional jewel for Godrej Household Products, with more than 80%
Market Shares in coil in Andhra Pradesh. JET Brand has continued its dominance in
Andhra Pradesh Market and shows a strong consumer choice for Mats, Refills and

[68]
Other Household Products Formats. With the promise of fast action on tough
mosquitoes JET has ruled over the consumer hearts for years. It has always
contemporized itself with consumers with its newer identity and innovative products.

AmbiPur ;

"The quality of air around you is very important, wherever you are; be it in your
home, office or car".

This is the philosophy that the brand AmbiPur strongly stands for. AmbiPur believes
in transforming the ambience of your home and car, making the experience pure and
enjoyable.

AmbiPur was launched in India in the year 2002 with its range of car fragrances and
unique AC vent diffuser device. It was the first in the world to launch the home
electric diffuser. Now, present in more than 30 countries, AmbiPur is the epitome of
quality and innovative air care products.

AmbiPur Car is India’s No. 1 brand of car fragrances available in 6 different variants
and a sleek international AC vent diffuser device which has a provision to adjust the
fragrance intensity.

AmbiPur electrical air freshener for home

Ambipur’s electrical air freshener is India’s first home air freshener with an electrical
diffuser. The device has been designed to look good and ensure maximum functional
benefit and is available in two alluring fragrances.

Ambipur air freshener spray

Ambipur is also available in the most popular air freshener format in India: the
aerosol sprays which are available in four distinct fragrances. Ambipur aerosols have
a superior IPA based formulation which allows a very uniform dispersion of fragrance
within the room.

[69]
Aromatherapy Range

Ambipur launched its new range of fragrances some months back under
Aromatherapy platform - Lavender and White Lilies which contains essential oils like
lavender oil, juniper oil, patchouli oil, known to have a relaxing and soothing effect
on one’s senses.

Aromatherapy range of fragrances are based on the insight that – life is hectic these
days at home, office and especially while driving to office and back home due to
perpetual high traffic and stressful driving conditions. Fragrances are known to
transform our mood and Aromatherapy is a well known science of essential oils based
treatment, mainly done in SPAs for an overall well being. Combining benefits of the
two can be used as a strong medium to uplift and relax you at home and while on the
move. Aromatherapy fragrances are available in all three formats : Car AC Vent,
Electrical air fresheners and aerosol sprays.

KIWI ;
Kiwi is the World’s No. 1 Shoe Care brand sold in over 200 countries around the
world. From 1906, Kiwi products have been regarded as the best products to polish,
shine, nourish and protect shoes across the globe.

In India, Kiwi markets a wide range of quality shoe care products comprising of
Pastes, Liquids and Express Finish Sponges. The Kiwi range also includes specialty
shoe care products like Suede & Nubuck Renovators, Shoe Shampoos, etc. From
leather shoes for the boardroom to stylish sneakers for the Saturday afternoon, Kiwi
provides cutting edge products that cater to every kind of consumer need.

 Paste Shoe Polish - Kiwi wax-rich formula deeply penetrates leather to

nourish it and make it supple, while giving it a long lasting KIWI Shine. It
protects leather against water and stains and enhances the life of shoes.

 Liquid Shoe Polish - Kiwi Instant Wax Shine is a superior, convenient-to-

use liquid polish with a unique double sponge applicator. It contains the

[70]
 richness of Dysolwax Polish, which nourishes and protects shoes while
giving them a fresh shine.

 Express Shine Sponge - Kiwi Express Shine gives instant shine day after
day. With a unique level-indicator and easy to grip design, Express Shine can
be used on vinyl and rexin shoes and other leather accessories like bags, belt,
briefcases etc.

 Suede & Nubuck Renovator/Cleaner - Kiwi Suede & Nubuck range cleans
and protects Suede & Nubuck shoes and accessories. It also nourishes and
increases the life of the shoe by giving it a water resistant finish.

 Shoe Shampoo - Kiwi Sports Shoe Shampoo contains special ingredients

that removes dirt, duct and light grease marks. It brightens the colour and
imparts freshness to the shoes.

 Canvas Cleaner - Kiwi Shoe White contains a unique optical whitener to give
shoes a pure white finish. The optical brightener imparts a bright white finish
on drying.

[71]
BRYLCREEM ;
Brylcreem (pronounced brill-cream) is a men's hair grooming product created in 1928
by County Chemicals at the Chemico Works in Bradford Street, Birmingham,
England. Brylcreem has been in India since the late sixties. It was the first brand to
use a cricketer for endorsement: Farokh Engineer. The Brylcreem glass jar was a
familiar prop in Hindi films and thus found its way into fashionable men's grooming
repertoire. 

Brylcreem always has had a slew of Iconic Brand ambassadors, starting with Kishore
Kumar, Farookh engineer , and lately brand ambassador being Mahendra Singh
Dhoni, the dashing captain of Indian cricket team. Brylcreem offers a wide range of
products that gives you a freedom to choose to wear different looks on different days,
or different looks in different situations, such as a different look for work, play, or a
look for when you are going to a party or club with your friends. 

"Wetlook" would provide a shiny, shimmering, flawless appearance, while ‘Hold’ will
provide the avant-grade styling and shape that one desires to sport.

Things we didn’t know about Brylcreem

o It was first advertised on TV by the jingle "Brylcreem -- A Little Dab'll Do

Ya!".

o Fred Flintstone's famous "Yabba Dabba Doo" is derived from this motto.

o A notable user of this product was co-founder of Pink Floyd, Syd Barrett. It is
reported that Barrett piled so much Brylcreem on that he resembled "a
guttered candle" as the hot stage lights were beating down on him, melting the
cream.

o In the 1975 film One Flew Over the Cuckoo's Nest, Randall P. McMurphy
(played by Jack Nicholson) says "a little dab'll do ya," as the nurse applies
conduct ant to his temples prior to his receiving electroshock therapy.

[72]
 o In Europe, the footballer David Beckham signed up to a promotional deal with
Brylcreem, until he shaved his head.

o At a show in 1967, original lead singer/guitarist of Pink Floyd reportedly

crushed a tube of Brylcreem over his head.

o Kishore Kumar was the first Brand ambassador for Brylcreem in India.

o Farookh Engineer was the first cricketer to endorse a brand and that was
Brylcreem.

BOARD OF DIRECTORS OF GODREJ HOUSEHOLD

PRODUCTS Ltd.

1. Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities
that are part of one of India’s leading conglomerates. These include Indian companies
like Godrej Industries, Godrej Consumer Products, Godrej Properties as well as
international companies such as Keyline Brands U.K and Rapidol South Africa.

2. Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and
Chairman, Godrej Agrovet. He is also a Director of numerous firms including Godrej
& Boyce, Godrej Foods, Godrej Consumer Products and Godrej Household Products.

3. Jamshyd N. Godrej
Jamshyd N. Godrej is the Chairman of the Board of Godrej & Boyce
Manufacturing Company and leads a diversified conglomerate with interests in the
manufacturing and marketing of refrigerators, washing machines, air conditioners,
office furniture, home furniture, security equipment, locks.

[73]
4. A. Mahendran
A. Mahendran is Managing Director, Godrej Consumer
Products, India's premier FMCG Company. He is also Director of Godrej Household
Products (formerly known as Godrej Sara Lee) and Godrej Hershey.

5. Tanya Dubash
Tanya Dubash is the Executive Director & President
(Marketing) for the Godrej Group. She is also a Director in Godrej Industries,
Ensemble Holdings & Finance, Tahir Properties, Godrej Agrovet, Godrej Household
Products, Keyline Brands, Rapidol (Pty) and Godrej Holdings.

6. Nisaba Godrej
Nisa is President, Human Capital & Innovation, Godrej Industries. She
led a group wide portfolio strategy initiative and has been instrumental in setting up a
strategy cell for Godrej. Nisa is also closely involved in the selection and
development of top management and employee engagement with a specific focus.

7. Bharat Doshi
Bharat Doshi is presently Executive Director & Group Chief Financial
Officer (Group CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company
of the US $6 billion Mahindra Group, which is among the top 10 industrial houses in
India. M&M is the largest manufacturer of multi-utility vehicles and agricultural
tractors in India.

MANAGEMENT TEAM OF GODREJ HOUSEHOLD PRODUCTS

Ltd.

1. A. Mahendra
A. Mahendran is Managing Director, Godrej Consumer
Products, India's premier FMCG Company. He is also Director of Godrej Household
Products (formerly known as Godrej Sara Lee) and Godrej Hershey.

2. Ravi Venkateswar
Ravi Venkateswar is Chief Operating Officer, Godrej

[74]
 Household Products (formerly known as Godrej Sara Lee). He joined the Godrej
Group in 1999 as the Director, Finance.

3. Narayan Barasia
Narayan Barasia is Chief Financial Officer and Company Secretary,
Godrej Household Products (formerly known as Godrej Sara Lee). His pan-industry
experience spans over 14 years and he joined the Godrej group in March 2000 as
Assistant Manager, Finance. Narayan has been continuously recognized within the
Group for his hard work and focus on driving better business performance.

4. Tarun Arora
Tarun Arora is Vice President, Sales & Marketing, Godrej
Household Products (formerly known as Godrej Sara Lee) and also heads the
Marketing function at Godrej Consumer Products. He is responsible for leading the
Brand Strategy, Innovation, and Go-to-Market strategy for Godrej Household
Products.

5. K. Somanathan
K. Somanathan is Executive Vice President (Product Supply
Organization), Godrej Household Products (formerly known as Godrej Sara Lee), and
has been with the Godrej group for the last two decades managing diverse roles and
functions.

6. Rahul Gama
Rahul Gama is Vice President Human Resources (HR), Godrej
Household Products (formerly known as Godrej Sara Lee) and Godrej Consumer
Products (GCPL). In his current role, he is responsible for driving the Human
Resource Strategy at Godrej Household Products and Godrej Consumer Products.

7. Mohan Sapre
Mohan Sapre is Vice President (International operations), Godrej
Household Products (formerly known as Godrej Sara Lee).

[75]
8. Rahul Bhamburkar
Rahul Bhamburkar is Vice President (Business Development),
Godrej Household Products (formerly known as Godrej Sara Lee). He has 16 years of
Sales and Marketing experience across multiple categories and a variety of leading
organizations.

9. Subrata Dey
Subrata Dey is Executive Vice President, Information Systems
(IS) & Logistics, Godrej Household Products(formerly known as Godrej Sara Lee).

GODREJ INDUSTRIES Ltd.

Godrej Industries is India's leading manufacturer of oleo-chemicals and makes more

than a hundred chemicals for use in over two dozen industries. It also manufactures
edible oils, vanaspati and bakery fats. Besides, it operates real estate. GIL is a member
of the Godrej Group, which was established in 1897 and has since grown into a
US$1.875 billion conglomerate. The company was called Godrej Soaps until March
31, 2001. Thereafter, the consumer products division got de-merged into Godrej
Consumer Products, and the residual Godrej Soaps became Godrej Industries. This
led to the formation of two separate corporate entities: Godrej Consumer Products and
Godrej Industries.

[76]
 Besides its three businesses, Godrej Industries also runs four divisions — Corporate
Finance, Corporate HR, Corporate Audit and Assurance and Research and
Development — which operate on behalf of the entire Godrej Group.

GIL has built a strong manufacturing base capable of delivering international quality
products at competitive prices. It operates two plants, one at Valia in the Indian state
of Gujarat and a second at Vikhroli in suburban Mumbai. The company's products are
exported to 40 countries in North and South America, Asia, Europe, Australia and
Africa, and it leads the Indian market in the production of fatty acids, fatty alcohols
and AOS.

BOARD OF DIRECTORS OF GODREJ INDUSTRIES Ltd.

1. Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities that are
part of one of India’s leading conglomerates. These include Indian companies like
Godrej Industries, Godrej Consumer Products, Godrej Properties as well as
international companies such as Keyline Brands U.K and Rapidol South Africa.

2. Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and Chairman,
Godrej Agrovet. He is also a Director of numerous firms including Godrej & Boyce,
Godrej Foods, Godrej Consumer Products and Godrej Household Products.

3. Jamshyd Godrej
Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce. He
graduated in Mechanical Engineering from Illinois Institute of Technology, USA.
Jamshyd is the Chairman of Aspen Institute – India.

4. Vijay Crishna
Vijay Crishna is the Executive Director of Lawkim Motors Group. He joined
Lawkim Ltd, a bankrupt light engineering company taken over by the Godrej Group

[77]
 at the behest of N.P. Godrej in 1977 after eight years of management experience in
Kolkata.

5. Tanya Dubash
Tanya Dubash is the Executive Director & President (Marketing) for the
Godrej Group. She is also a Director in Godrej Industries, Ensemble Holdings &
Finance, Tahir Properties, Godrej Agrovet, Godrej Household Products, Keyline
Brands, Rapidol (Pty) and Godrej Holdings.

6. Mathew Eipe
Mathew Eipe heads the Chemicals and Estates businesses of Godrej Industries
and is designated as Executive Director & President (Chemicals). He joined the
erstwhile Godrej Soaps as a Management Trainee in 1977. He is also a Director in
Ensemble Holdings & Finance.

7. Jimmy Bilimoria
Jimmy Bilimoria was born on January 27, 1947. He is a Bachelor of
Commerce from Bombay University and a Fellow of the Institute of Chartered
Accountants, England & Wales.

8. Naushad Forbes
Naushad Forbes received his Bachelors and Masters Degrees from Stanford
University and is PhD in Industrial Engineering. He also holds the B.A.S. in Industrial
Engineering & History from the Stanford University. He has been a Consulting
Professor in the Management Science & Engineering program at Stanford University
since 1987.

9. Kavas Petigara
Kavas Petigara is the Managing Partner of Scitech Corporation. He is a
chemical consultant and a businessman and has been associated with chemical and
allied business activities in India and abroad for many years.
10. Vasant Gogate

[78]
 Vasant Gogate is a Chartered Accountant and a qualified Company Secretary
by profession. Vasant was heading the finance functions of the former Godrej Soaps
Ltd. before retiring in 1994. He is a director of the Company since 1995.

11. Kersi Dastur

Kersi Dastur is a Chartered Accountant by profession. He retired from the
Company as a Whole Time Director designated as Executive Director(Finance). He
still continues on the Board of Directors as a non-executive director.

12. Fali Sarkari

Fali Sarkari is a Chartered Accountant by profession and retired as a Senior
Partner from Kalyaniwalla & Mistry, a reputed firm of Chartered Accountants, in
Mumbai. He has extensive professional and business experience.

13. Amit Choudhary

Amit Choudhury, 66 years, holds a Masters degree in Economics and Masters
in Management Studies from Jamnalal Bajaj Institute of Management Studies. Amit
was the Managing Director of Godrej Properties and retired from the services in April
2003. Currently he is an Independent Director on the Board of Godrej Properties

14. Saleem Ahmadullah

Saleem Ahmadullah is B.A. (Cantab.). He is a Director of the Company since
1995.

MANAGEMENT TEAM OF GODREJ INDUSTRIES Ltd.

1. Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several
entities that are part of one of India’s leading conglomerates. These include Indian
companies like Godrej Industries, Godrej Consumer Products, Godrej Properties as
well as international companies such as Keyline Brands U.K and Rapidol South
Africa.

[79]
2. Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and
Chairman, Godrej Agrovet. He is also a Director of numerous firms including Godrej
& Boyce, Godrej Foods, Godrej Consumer Products and Godrej Household Products.

3. Tanya Dubas
Tanya Dubash is the Executive Director & President (Marketing) for
the Godrej Group. She is also a Director in Godrej Industries, Ensemble Holdings &
Finance, Tahir Properties, Godrej Agrovet, Godrej Household Products, Keyline
Brands, Rapidol (Pty) and Godrej Holdings.

4. Nisaba Godrej
Nisa is President, Human Capital & Innovation, Godrej Industries. She led a
group wide portfolio strategy initiative and has been instrumental in setting up a
strategy cell for Godrej. Nisa is also closely involved in the selection and
development of top management and employee engagement with a specific focus.

5. Pirojsha Godrej
Pirojsha Godrej is the Executive Director of Godrej Properties Limited. After
graduating with a Bachelor of Science in Economics from Wharton School of
Business in 2002, Pirojsha completed his Masters in International Affairs from
Columbia University in 2004.

6. Mathew Eipe
Mathew Eipe heads the Chemicals and Estates businesses of Godrej Industries
and is designated as Executive Director & President (Chemicals). He joined the
erstwhile Godrej Soaps as a Management Trainee in 1977. He is also a Director in
Ensemble Holdings & Finance.

7. A. Mahendran
A. Mahendran is Managing Director, Godrej Consumer Products, India's
premier FMCG Company. He is also Director of Godrej Household Products
(formerly known as Godrej Sara Lee) and Godrej Hershey.

8. Vivek Mathur

[80]
 Vivek Mathur is Managing Director, Godrej Hershey. In his previous
assignment, Vivek was the Chief Operating Officer of Godrej Sara Lee, with the
oversight of Marketing, Sales, R&D and Business Strategy.

9. Balram Yadav
Balram Yadav is Managing Director of Godrej Agrovet, one of India’s
foremost diversified agri-business companies. He is also a Director at Golden Feed
Products, Aadhar Retailing, Godrej Oil Palm, Godrej IJM Palm Oil, Godrej Tyson
Foods.

10. Milind Korde

Milind Korde is the Executive Director & President, Godrej Properties and has
been a part of Godrej Properties since its inception in 1990.He is also a Director in
Tahir Properties, Godrej Developers, Godrej Sea View Properties, Godrej Real Estate,

11. Vivek Gambhir

Vivek Gambhir is the Chief Strategy Officer of Godrej Industries. Vivek
joined Godrej Industries in 2009. He is responsible for enhancing the strategic
capabilities within the group companies, guiding overall group strategy, conducting
portfolio analysis, advising mergers and acquisitions and leading special projects.

12. Sumit Mitra

Sumit Mitra is Executive Vice-President, Human Resources, Godrej
Industries. He also heads the HR function for International Operations at Godrej
Consumer Products (GCPL).

[81]
 GODREJ HERSHEY Ltd. (GHL)

Godrej Hershey (GHL) operates in Food and Beverages space. Formed in 2007, a
Joint Venture (JV) between The Hershey Company (USA) and Godrej Group, GHL
operates in multiple categories such as confectionery, beverages, and grocery items.

Nutrine Confectionery company, one of the leading players in confectionery market,

was acquired by Godrej in 2006, and forms a key portfolio for Godrej Hershey today.
The Nutrine portfolio has products like Maha Lacto, Maha Choco, Nutrine Eclairs,
Nutrine Lollipop, Nutrine Santra Goli, Aasay, Kokanaka and Honeyfab in the hard
candy, éclairs, toffee, lollipop and roll formats. The confectionery factory is located
in Chittoor (Andhra Pradesh). 

The Beverage portfolio consists of Jumpin (Fruit Drinks), Xs (Juices and Nectars)
and Sofit (Soya Milk). Sofit is the market leader in the niche but fast growing
soyamilk market. The Hershey Chocolate syrup was added to the beverages portfolio
in 2008. The beverages factory is located in Mandideep (Madhya Pradesh), and is
one of the largest tetrapak units in India.

With GHL has four Regional Sales Offices based at Mumbai, Delhi, Chennai and
Kolkata. The organization has a strong sale force of 500 people reaching to more
than a million retail outlets through 1500 distributors spread across expanse of
India. 

GHL has an aggressive growth plan to evolve as the market leader in Food &
Beverage space in India. Strong product innovations, brand building, and
investments in improving people and process capabilities would form critical aspects
of future growth strategy for the organization.

[82]
 VISION AND MISSION

The vision is,

“To be a leader in the Indian Food and beverage
space by breaking into the exclusive league of top ten FMCG food companies in
India”.

The mission is,

“To do sales of Rs. 1000 Crores by 2012,
profitably at margins that are best in class in FMCG goods. We will achieve it
through unparalleled business innovations and consumer satisfaction”.

BOARD OF DIRECTORS OF GODREJ HERSHEY Ltd. (GHL)

1. Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities
that are part of one of India’s leading conglomerates. These include Indian companies
like Godrej Industries, Godrej Consumer Products, Godrej Properties as well as
international companies such as Keyline Brands U.K and Rapidol South Africa.

2. Vivek Mathur
Vivek Mathur is Managing Director, Godrej Hershey. In his
previous assignment, Vivek was the Chief Operating Officer of Godrej Sara Lee, with
the oversight of Marketing, Sales, R&D and Business Strategy.

3. A. Mahendran
A. Mahendran is Managing Director, Godrej Consumer
Products, India's premier FMCG Company. He is also Director of Godrej Household
Products (formerly known as Godrej Sara Lee) and Godrej Hershey.

4. Praveen Jakate

[83]
 Praveen Jakate is the Regional Finance Director of  The Hershey Company for Asia
and Middle East. He joined The Hershey Company in 2008.Prior to joining Hershey,
Praveen was the Regional Finance Director for Asia Pacific at Johnson & Johnson.

5. Ted Jastrzebski
Ted Jastrzebski is Senior Vice President of The Hershey Company and
President of Hershey International. In this position, he is responsible for leading the
company’s international businesses and the execution of its global strategy.
Previously, Ted was Vice President, International Finance and Planning for the
International Commercial Group, where he was responsible for financial analysis,
planning, accounting and controls for Hershey International.

6. Peter Frits Smit

MANAGEMENT TEAM OF GODREJ HERSHEY Ltd. (GHL)

1. Ashish Bhobe
Ashish Bhobe is Vice President (Research & Development) at Godrej Hershey
(GHL). A professional with nearly 23 years of experience in this field, his previous
stint was with Hindustan Unilever Limited.

2. Kinshuk Kunwar
Kinshuk Kunwar heads Marketing for Godrej Hershey (GHL). Kinshuk has
thirteen years of Marketing, Sales and General Management experience in the Indian
market across food, beverage and home care categories. He has worked with leading
FMCG companies like Hindustan Unilever Limited, Perfetti Van Melle and Godrej
Sara Lee and specializes in brand management.

3. Milind Apte
Milind Apte is Vice President Human Resources (HR) at Godrej Hershey
(GHL). Milind’s varied experience in the field of HR has helped him integrate the
cultures of various organizations into GHL. Under his supervision all GHL’s key HR
processes have been institutionalized many new initiatives have improved employee
engagement scores dramatically.

[84]
4. Rahul Murdeshwar
Rahul Murdeshwar is Chief Financial Officer at Godrej Hershey (GHL).
Rahul has 14 years of experience in the financial field and his last stint was with
Procter & Gamble where he worked in India, Asia, Middle-East / Africa and
Philippines across various finance and accounting roles.

5. S.Gunasekaran
S. Gunasekaran is Executive Vice President Operations at Godrej Hershey
(GHL). He has 29 years of experience in Operations Management.His last stint was
with Godrej Sara Lee where he played a key role in establishing a robust
manufacturing department at Pondicherry & North East.

6. Vivek Mathur
Vivek Mathur is Managing Director, Godrej Hershey (GHL). In his previous
assignment, Vivek was the Chief Operating Officer of Godrej Sara Lee, with the
oversight of Marketing, Sales, R&D and Business Strategy.

[85]
 GODREJ AGROVET Ltd.

Godrej Agrovet (GAVL) is a diversified agribusiness company with interests in

animal feed, oil palm plantations, agrochemicals and poultry.It is headquartered at
Vikhroli, Mumbai India. The business was set up in 1971. GAVL today has 45
manufacturing facilities across India, a network of over 10,000 rural distributors,
dealers & agents and over 1900 employees committed to improving the lives of
Indian farmers. The company has a presence in 21 states. Under the guidance of
Chairman, noted industrialist Nadir Godrej and its Chief Executive Officer Balram
Singh Yadav , GAVL today occupies the position of India's largest animal feed
company, producing over 750,000 tons of nutritionally balanced feed for dairy cattle,
poultry & aquaculture every year.

Its oil palm plantation business is the market leader in India, with over 35,000
hectares of smallholder cultivation across Andhra Pradesh, Karnataka, Tamil Nadu,
Orissa, Goa, Gujarat & Mizoram. 

With the intend of radically improving farmer economics, the agrochemicals

business focuses on innovative and environmentally sensitive products.It has
dominant market share in plant growth promoters & soil conditioners.

GAVL has introduced fresh, chilled chicken to Indian consumer over the past
decade, and now has a 20% market share in processed poultry. Its Real good chicken
brand is the best known fresh poultry product in India, with a consumer loyalty about
80%.

BOARD OF DIRECTORS OF GODREJ AGROVET Ltd.

1. Adi Godrej

[86]
 Adi Godrej is the Chairman of the Godrej Group and several entities that are
part of one of India’s leading conglomerates. These include Indian companies like
Godrej Industries, Godrej Consumer Products, Godrej Properties as well as
international companies such as Keyline Brands U.K and Rapidol South Africa.
2. Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and
Chairman, Godrej Agrovet. He is also a Director of numerous firms including Godrej
& Boyce, Godrej Foods, Godrej Consumer Products and Godrej Household Products.

3. Jamshyd Godrej
Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce. He
graduated in Mechanical Engineering from Illinois Institute of Technology, USA.
Jamshyd is the Chairman of Aspen Institute – India.

4. Vijay Crishna
Vijay Crishna is Director of Godrej Agrovet, one of India’s foremost agri-
business companies. He is also the Executive Director of Lawkim Motors Group,
Director of Godrej Industries and Precision Wires India Ltd. Vijay joined the Board of
Godrej Agrovet in 1990.

5. Tanya Dubash
Tanya Dubash is the Executive Director & President (Marketing) for the
Godrej Group. She is also a Director in Godrej Industries, Ensemble Holdings &
Finance, Tahir Properties, Godrej Agrovet, Godrej Household Products, Keyline
Brands, Rapidol and Godrej Holdings.

6. Kavas Petigara
Kavas Petigara is the Managing Partner of Scitech Corporation. He is a
chemical consultant and a businessman and has been associated with chemical and
allied business activities in India and abroad for many years.

7. Balram Yadav
Balram Yadav is Managing Director of Godrej Agrovet, one of India’s
foremost diversified agri-business companies. He is also a Director at Golden Feed
[87]
 Products, Aadhar Retailing, Godrej Oil Palm, Godrej IJM Palm Oil, Godrej Tyson
Foods, Godrej Gold Coin Aquafeed, Poultry Processors’ Association of India,
Cauvery Palm Oil Limited,

8. Sudheer Anaokar
Sudheer Laxman Anaokar is Director of Godrej Agrovet, one of India’s
foremost diversified agri-business companies.His career at Godrej began over three
decades ago when he joined as a technical sales executive. During his tenure, he has
acquired tremendous experience across the areas of feed formulation, sales,
marketing.

9. Amit Choudhary
Amit Choudhury is Director of Godrej Agrovet, one of India’s foremost
diversified agri-business companies. Amit , 66 years, holds a Masters degree in
Economics and Masters in Management Studies from Jamnalal Bajaj Institute of
Management Studies. Amit was the Managing Director of Godrej Properties and
retired from the services in April 2003.

10. Nisaba Godrej

Nisa is President, Human Capital & Innovation, Godrej Industries. She led a
group wide portfolio strategy initiative and has been instrumental in setting up a
strategy cell for Godrej. Nisa is also closely involved in the selection and
development of top management and employee engagement with a specific focus.

MANAGEMENT TEAM OF GODREJ AGROVET Ltd.

1. Balram Yadav
Balram Yadav is Managing Director of Godrej Agrovet, one of India’s
foremost diversified agri-business companies. He is also a Director at Golden Feed
Products, Aadhar Retailing, Godrej Oil Palm, Godrej IJM Palm Oil, Godrej Tyson
Foods, Godrej Gold Coin Aquafeed, Poultry Processors’ Association of India,
Cauvery Palm Oil Limited,

[88]
2. Pitamber Narkhade
Dr. Pitamber N. Narkhade is Vice President (R & D and Technical Services)
at Godrej Agrovet, one of India’s foremost diversified agri-business companies.He
joined Godrej as an Assistant in the Animal Feed Division in 1980 and currently
heads Godrej Agrovet’s R & D and Technical services.

3. S.S. Sindhu
Dr. S.S. Sindhu is Vice President (Human Resources) at Godrej Agrovet, one
of India’s foremost diversified agri-business companies.He joined Godrej as a
Management Trainee (Animal Feed) in May, 1986. During the last 23 years he has
handled diverse functions such as sales, purchase and HR.

4. Mark Kahn
Mark Kahn is the Executive Vice President for Strategy & Business
Development at Godrej Agrovet, one of India’s foremost diversified agri-business
companies. He is also a Director at Godrej Gold Coin Aquafeed Limited. Mark is
responsible for setting the company’s strategic direction, driving sales growth, and
incubating new businesses.

5. S. Varadaraj
S. Varadaraj is the Vice President - Finance & Systems of Godrej Agrovet. He
is a Chartered Accountant, Cost Accountant and Masters in Financial Management.
He joined Godrej Agrovet as a Management Trainee in May, 1994 and was later
appointed as an Assistant Manager, Finance.

6. R. R. Govindan
R.R. Govindan is Vice President of Godrej Agrovet, one of India’s foremost
diversified agri-business companies. He joined Godrej Group as General Manager
(Finance & System), Godrej Foods in 1999 and later moved to Godrej Agrovet in
2002.

[89]
7. B. N. Vyas
B. N. Vyas is Vice President - Research & Technical Development of Godrej
Agrovet. He is M. Sc. Agriculture with Honours (Soil Science and Agricultural
Chemistry from Udaipur University) in 1973. He heads Godrej Agrovet’s Research
and Technical Development and has led the team for Outstanding Innovation Award
for 2008.

8. Praful Bhat
Praful Bhat is Executive Vice President, Human Resources, Godrej Agrovet.
He has been a part of the Godrej organization for nearly 17 years. Praful began as a
Management Trainee at the erstwhile Godrej Soaps in 1993.

[90]
 GODREJ INFOTECH Ltd.

Godrej Infotech, formerly a division of Godrej & Boyce Mfg. Co. Ltd., commenced
operations as a separate corporate entity on April 1, 1999. Godrej Infotech is a part
of the diversified GODREJ group, established in India in 1897. We have three
decades of experience in providing cost-effective and high-quality IT solutions.

We are assessed at SEI-CMM Level 4 which means our quality processes are well-
defined and professionally managed. In addition to SEI-CMM Level 4, we also have
ISO-9001:2008 Quality Systems Certification for Analysis, Design, Coding, Testing,
Delivery and Maintenance of Commercial Application Software AND ERP
Consultancy and Operations and Technology Services (Exclusive of Design).

We place a high premium on our people, quality and business values. We develop
our employees through continuous training and provide them with opportunities to
work on state-of-the-art technologies.

We encourage our employees to develop their skills and to nurture the pursuit of
professional excellence.

We draw our strength from our team of committed and customer oriented
professionals. It is to this team that we owe our recognition for quality.

VISION AND MISSION

Vision

“Be a world class provider of high-quality Information & Technology solutions”.

[91]
Mission

“Beyond business through integrated IT solutions”.

Quality Policy;
We derive our strength from our people and value their
professional ability and team spirit. We shall offer our customers quality products and
services which meet their stated and mutually agreed needs.
We shall achieve this objective by continually improving our products, services and
processes, developing our people, deploying new technology and working closely
with our customers, while at all times giving adequate returns to our shareholders.

- Ajay Pimparkar
Achievements;

 Godrej Infotech have been selected as No. 1 partner for Microsoft Dynamics
in India for the performance and have earned membership in the 2009
Microsoft Dynamics Inner Circle.

 Godrej Infotech is retained as President Club Member by Microsoft for the

2nd year in running.

 Godrej Infotech wins the Best Partner Award in Asia pacific region from
INFOR.

 Godrej Infotech gets recognition from INFOR doing the largest License deal
in Middle East.

 Godrej Infotech successfully develops End to End Business Solution for SKY
SHOP Vertical. It is implementing the same in two leading SKY SHOP
Brands.

 The Business Solutions developed by Godrej Infotech for Plastic & Thermo
ware Vertical are successfully running in many leading brands.

 A leading Retail Chain uses Godrej Infotech’s Business Solution especially

designed for Retail Chain operation and integrated with Back-office operation.

[92]
  Business Solution developed by Godrej Infotech in SAP using Machine
Retrofitting Vertical is running successfully in a site.

 Godrej Infotech has been qualified for Microsoft Gold Certification.

GODREJ EFACEC Ltd.

Godrej Efacec Automation & Robotics Ltd. is a Joint Venture between Godrej &
Boyce Mfg. Co. Ltd. and Portugal’s Efacec Automacao e Robotica offering
intelligent storage and retrieval solutions. Efacec Automacao e Robotica is a leading
manufacturer of Automated Storage and Retrieval Systems (AS/RS) in Europe, who
have to their credit more than 125 installations and over 30 years of industrial
experience. Godrej Efacec Automation & Robotics Ltd. (GEARL) offers the best of
both worlds in terms of world class technology from Efacec and quality
consciousness and customization to Indian environment from Godrej.

As designers and manufacturers of automated storage and retrieval systems, we

actively partner with our customers to offer the best solutions for their technical and
commercial requirements.

In past 10 years, Godrej Efacec has become the leading intelligent warehousing
solutions provider in India with over 17 installations across industries.

Efacec Group, established in 1948, is the largest Portuguese group in the field of
Electricity operating in more than 50 countries in Energy Solutions, Engineering
Solutions & Services and Transport & Logistics sectors.

Milestones;

1996 : Obtained 1st Fully Automated AS/RS order from ITC with Efacec.

1997 : Executed one of the largest AS/RS installation for Reserve Bank of India at
two locations simultaneously.

1998 : Formation of Godrej Efacec Automation & Robotics Ltd. (Joint venture of

Godrej & Boyce, India & Efacec, Portugal)

[93]
2001:  Design of India 2000 series handling equipments.

2002 : Commissioned first semi-automated man-on-board AS/RS installation.

2002 : Commissioned four indigenously designed & manufactured stacker cranes for
Defence application.

2006 : Introduced automated warehousing solutions to Indian Pharmaceutical sector

& obtained simultaneous orders from this sector.

2007 : Developed indigenous capability to design & manufacture AS/RS systems over

20 meter tall & executed one of the tallest project.

2008 : Obtained first AS/RS order from Indian Railways.

2009 : Commissioned 28 meter tall AS/RS system (tallest so far)

Some Facts;

o Godrej Efacec has installed over 15 AS/RS projects in India with height upto
21 meter tall, max load capacity of 2000 K.G. & max pallet size of 1800 mm.
AS/RS can further go upto 45 meter tall.

o Godrej Efacec designs & manufactures AS/RS systems as per the European
technology & 90 to 95% components of AS/RS are manufactured in India,
thus offering customers the European solution at economical cost.

o Godrej Efacec is the only Indian company which has commissioned over 30
automated equipments serving more than 95000 pallet locations.

o Godrej Efacec smallest AS/RS installation is only 6 meter tall.

o Godrej Efacec offers stand alone Warehouse Management Sysetm (WMS)

also for non AS/RS applications.

[94]
 GODREJ PROPERTIES AND INVESTMENTS Ltd.(G.P.I.L)

Godrej Properties provides meticulously planned townships at affordable prices.

The Godrej Group also has overseas establishments in Malaysia, Singapore, Vietnam,
Oman, and Sharjah.

VISION

We aspire to be among the nation’s top 3 real estate companies, while continuing to
be the most trusted name in the industry. We shall deliver superior value to all
stakeholders through extraordinary and imaginative spaces created out of deep
customer focus and insight.

GODREJ GEOMETRIC SOFTWARE SOLUTIONS

It is a CMMI Level 5 Company and the leading PLM services provider.

[95]
 PRODUCTS AND SERVICES

Appliances

Fig 3.6.1
Offerings in the refrigerator, washing machine, air conditioner and microwave oven
ranges.

Furniture

Fig 3.6.2
Furniture for home, office, educational institutions, establishments, labs,
hospitals, shipyard.

FMCG (Fast Moving Consumer Goods)

Fig 3.6.3
Cinthol, Hersheys Chocolate Syrup, Good Knight mosquito repellent, Hair Colour and

[96]
Hair Dye.

Real Estate

Fig 3.6.4
Residential, commercial and township developments.
Precision Engineering

Fig 3.6.5
Critical custom-built precision engineering equipments for multiple applications.

Agri

Fig 3.6.6
Animal feed, oil palm plantations, agrochemicals and poultry.      

AV Solutions

[97]
 Fig 3.6.7
Display solutions, audio video conferencing solutions, electronic copy boards.

Chemicals

Fig 3.6.8
Oleochemicals and surfactants. 

Electricals and Electronics

Fig 3.6.9
Industrial automation, power distribution, compressed air solutions & green business
commissioning.

Construction

[98]
 Fig 3.6.10
Variety of construction services like real estate development, ready mix concrete,
horticulture and enviro-tech.

IT & Software Solutions

Fig 3.6.11
Solutions for engineering and service industry.

Locks

Fig 3.6.12
Locking solutions for different security needs to ensure optimum safety. Some of the
well known brand.

Material Handling

[99]
 Fig 3.6.13
Counter balance trucks, forklift trucks, tyre handlers, all terrain trucks, attachments
and accessories.

Motors

Fig 3.6.14
Specialized custom built compressor motors.

Precision Systems

Fig 3.6.15
Machining & fabrication, heat & surface treatment, assembly, testing & supply of
complex.

Security Solutions

[100]
 Fig 3.6.16
Safes, lockers, banking automation products, electronic security systems, premises
security & hi-tech doors. 

Tooling

Fig 3.6.17
Die casting dies, press tools, special purpose machines and engineering services.

Vending

Fig 3.6.18
High quality table top beverage vending machines, services and beverages.

Storage Solutions

Fig 3.6.19
Warehousing solutions, automation and consulting.  

[101]
Process Equipment

Fig 3.6.20
High pressure vessels, heat exchangers, columns, heavy walled reactors and other
custom.

INTRODUCTION

The Godrej Consumer Products Ltd., New Delhi is a subsidiary of The Godrej Group.
The Godrej Company is a multinational company (MNC).Godrej Consumer Products
Ltd. deals in Fast Moving Consumer Goods.

FMCG STRUCTURE

Fast Moving Consumer Goods (FMCG) are products that are sold quickly at
relatively low cost. Though the absolute profit made on FMCG products is relatively
small, they generally sell in large quantities, so the cumulative profit on such products
can be large. Some of the prime activities of FMCG industry are selling, marketing,
financing, purchasing, etc. FMCG products are generally replaced or fully used up
over a short period of days, weeks, or months, and within one year. FMCGs are those
retail goods with a short shelf life, either as a result of high consumer demand or
because the product deteriorates rapidly. The industry also engaged in operations,
supply chain, production and general management.

Common FMCG products,

Some common FMCG product categories include ,

Food and Dairy products Glassware

Paper products Pharmaceuticals

[102]
 Consumer electronics Packaged food products

Plastic goods, printing and stationery Household products

Toiletries Drinks

and some of the examples of FMCG products are coffee, tea, dry cells, hair colour,
gifts, detergents, tobacco and cigarettes, Deodorants’, soaps etc.

INDUSTRY CATEGORY AND PRODUCTS

Household Care (Personal Wash)

The market size of personal wash is estimated to be around Rs.
8,300Cr. The personal wash can be segregated into three segments: Premium,
Economy and Popular. The penetration level of soaps is ~92 per cent. It is available in
5 million retail stores, out of which, 75 per cent are in the rural areas. HUL is the
leader with market share of ~53 per cent; Godrej occupies second position with
market share of ~10 per cent. With increase in disposable incomes, growth in rural
demand is expected to increase because consumers are moving up towards premium
products. However, in the recent past there has not been much change in the volume
of premium soaps in proportion to economy soaps, because increase in prices has led
some consumers to look for cheaper substitutes.

Detergents
The size of the detergent market is estimated to be Rs. 12,000 Cr. Household
care segment is characterized by high degree of competition and high level of
penetration. With rapid urbanization, emergence of small pack size and sachets, the
demand for the household care products is flourishing. The demand for detergents has
been growing but the regional and small unorganized players account for a major
share of the total volume of the detergent market. In washing powder HUL is the
leader with ~38 per cent of market share. Other major players are Nirma, Henkel and
Proctor & Gamble.

[103]
Personal Care (Skin Care)
The total skin care market is estimated to be around Rs. 3,400 Cr. The skin
care market is at a primary stage in India. The penetration level of this segment in
India is around 20 per cent. With changing life styles, increase in disposable incomes,
greater product choice and availability, people are becoming aware about personal
grooming. The major players in this segment are Hindustan Unilever with a market
share of ~54 per cent, followed by CavinKare with a market share of ~12 per cent and
Godrej with a market share of ~3 per cent.
The Skin Care segment is expected to register a growth rate of mare that 16 %.
Hair Care
The hair care market in India is estimated at around Rs. 3,800 Cr. The hair
care market can be segmented into hair oils, shampoos, hair colorants & conditioners,
and hair gels. Marico is the leader in Hair Oil segment with market share of ~ 33 per
cent; Dabur occupies second position at ~17 per cent.

Shampoos
The Indian shampoo market is estimated to be around Rs. 2,700 Cr. It has the
penetration level of only 13 per cent in India. Sachet makes up to 40 per cent of the
total shampoo sale. It has low penetration level even in metros. Again the market is
dominated by HUL with around ~47 per cent market share; P&G occupies second
position with market share of around ~23 per cent. Godrej do not have the presence in
this segment. Antidandruff segment constitutes around 15 per cent of the total
shampoo market. The market is further expected to increase due to increased
marketing by players and availability of shampoos in affordable sachets.

Oral Care
The oral care market can be segmented into toothpaste - 60 per cent;
toothpowder - 23 per cent; toothbrushes - 17 per cent. The total toothpaste market is
estimated to be around Rs. 3,500 Cr. The penetration level of toothpowder/toothpaste
in urban areas is three times that of rural areas. This segment is dominated by
Colgate-Palmolive with market share of ~49 per cent, while HUL occupies second
position with market share of ~30 per cent. In toothpowders market, Colgate and

[104]
Dabur are the major players. The oral care market, especially toothpastes, remains
under penetrated in India with penetration level ~50 per cent.

Food & Beverages (Food Segment)

The foods category in FMCG is gaining popularity with a swing of launches
by HUL, ITC, Godrej, and others. This category has 18 major brands aggregating Rs.
4,600 Cr. Nestle and Amul slug it out in the powders segment. The food category has
also seen innovations like softies in ice creams, ready to eat rice by HUL and pizzas
by both GCMMF and Godrej Pillsbury.

Tea
The major share of tea market is dominated by unorganized players. More
than 50 per cent of the market share is capture by unorganized players. Leading
branded tea players are HUL and Tata Tea.

Coffee
The Indian beverage industry faces over supply in segments like coffee and
tea. However, more than 50 per cent of the market share is in unpacked or loose form.
The major players in this segment are Nestlé, HUL and Tata Tea.

MARKET POTENTIALITY OF FMCG INDUSTRY

Some of the merits of FMCG industry, which made this industry as a potential one are

 Low operational cost

 Strong distribution networks

 Presence of renowned FMCG companies

 Population growth

which is responsible behind the success of this industry.

Steps to Successful Fast-Moving Consumer Goods (FMCG) Business

1. Supermarket and retail selling

[105]
2. Design, advertising and printing

3. Media and direct mail research

4. Market research

5. Public relations

6. Internet strategies

SWOT ANALYSIS OF FMCG SECTOR

Strengths,
• Low operational costs
• Presence of established distribution networks in both urban and rural areas
• Presence of well-known brands in FMCG sector

Weaknesses,
• Lower scope of investing in technology and achieving economies of scale,
especially in small sectors
• Low exports levels
• "Me-tooʺ products, which illegally mimic the labels of the established brands. These
products narrow the scope of FMCG products in rural and semi-urban market.

Opportunities,
• Untapped rural market
• Rising income levels, i.e. increase in purchasing power of consumers
• Large domestic market- a population of over one billion.
• Export potential
• High consumer goods spending

Threats,
• Removal of import restrictions resulting in replacing of domestic brands

[106]
• Slowdown in rural demand
• Tax and regulatory structure

PEST ANALYSIS ON FMCG SECTOR

Political (incl. Legal) Economic Social Technological

Environmental regulations Economic Government research
Income distribution
and protection growth spending
Interest rates & Demographics,
Industry focus on
Tax policies monetary Population growth rates,
technological effort
policies Age distribution
International trade Government New inventions and
Labour / social mobility
regulations and restrictions spending development
Contract enforcement law Unemployment Rate of technology
Lifestyle changes
Consumer protection policy transfer
Work/career and leisure Life cycle and speed
Employment laws Taxation attitudes of technological
Entrepreneurial spirit obsolescence
Government organization /
Exchange rates Education Energy use and costs
attitude
(Changes in)
Competition regulation Inflation rates Fashion, hypes Information
Technology

Political Stability Stage of the Health consciousness &

(Changes in) Internet
business cycle welfare, feelings on safety
Safety regulations Consumer Living conditions (Changes in) Mobile

[107]
 confidence Technology

Table 4.4.1

FMCG SECTOR IN INDIA

India’s FMCG sector is the fourth largest sector in the economy and creates
employment for more than three million people in downstream activities. Its principal
constituents are Household Care, Personal Care and Food & Beverages. The total
FMCG market is in excess of Rs. 85,000 Crores. It
is currently growing at double digit growth rate and is expected to maintain a high
growth rate. FMCG Industry is characterized by a well established distribution
network, low penetration levels, low operating cost, lower per capita consumption and
intense competition between the organized and unorganized segments.
The Rs 85,000-crore Indian FMCG industry is expected to register a healthy growth
in the third quarter of 2008-09 despite the economic downturn. The industry is
expected to register a 15% growth in Q3 2008-09 as compared to the corresponding
period last year. Unlike other sectors, the FMCG industry did not slow down since Q2
2008. The industry is doing pretty well, bucking the trend. As it is meeting the every-
day demands of consumers, it will continue to grow. In the last two months, input
costs have come down and this will reflect in Q3 and Q4 results. Market share
movements indicate that companies, with domination in their key categories, have
improved their market shares and outperformed peers in the FMCG sector. This has
been also aided by the lack of competition in the respective categories. Single product
leaders have also witnessed strength in their respective categories, aided by
innovations and strong distribution.

[108]
Strong players in the economy segment like Godrej Consumer Products Ltd in soaps
and Dabur in toothpastes have also posted market share improvement, with revived
growth in semi-urban and rural markets.
Items in this category include all consumables (other than groceries/pulses) people
buy at regular intervals. The most common in the list are toilet soaps, detergents,
toothpaste, shaving products, shoe polish, packaged foodstuff, and household
accessories and extends to certain electronic goods. These items are meant for daily of
frequent consumption and have a high return. A major portion of the monthly budget
of each household is reserved for FMCG products. The volume of money circulated in
the economy against FMCG products is very high, as the number of products the
consumer use is very high. Competition in the FMCG sector is very high resulting in
high pressure on margins.

Characteristics of FMCG in India

 Branding: Creating strong brands is important for FMCG companies and they
devote considerable money and effort in developing bands. With
differentiation on functional attributes being difficult to achieve in this
competitive market, branding results in consumer loyalty and sales growth.
 Distribution Network: Given the fragmented nature of the Indian retailing
industry and the problems of infrastructure, FMCG companies need to develop
extensive distribution networks to achieve a high level of penetration in both
the urban and rural markets. Once they are able to create a strong distribution
network, it gives them significant advantages over their competitors.

 Contract Manufacturing: As FMCG companies concentrate on brand

building, product development and creating distribution networks, they are at
the same time outsourcing their production requirements to third party
manufacturers. Moreover, with several items reserved for the small scale
industry and with these SSI units enjoying tax incentives, the contract
manufacturing route has grown in importance and popularity.

 Large Unorganized Sector: The unorganised sector has a presence in most

product categories of the FMCG sector. Small companies from this sector

[109]
 have used their location advantages and regional presence to reach out to
remote areas where large consumer products have only limited presence. Their
low cost structure also gives them an advantage.

SCOPE OF FMCG SECTOR IN INDIA

The Indian FMCG sector with a market size of US$13.1 billion is the fourth largest sector in
the economy. FMCG Sector is expected to grow by over 60% by 2010. That will translate
into an annual growth of 10% over a 5-year period. It has been estimated that FMCG sector
will rise from around Rs 56,500 crores in 2005 to Rs 92,100 crores in 2010. A well-
established distribution network, intense competition between the organized and
unorganized segments characterizes the sector. Hair care, household care, male
grooming, female hygiene, and the chocolates and confectionery categories are
estimated to be the fastest growing segments, says an HSBC report. Though the sector
witnessed a slower growth in 2002-2004, it has been able to make a fine recovery
since then.

GROWTH PROSPECTS

Spending Pattern
An increase is spending pattern has been witnessed in Indian FMCG market. There is
an upward trend in urban as well as rural market and also an increase in spending in
organized retail sector. An increase in disposable income, of household mainly
because of in-crease in nuclear family where both the husband and wife are earning,
has leads to growth rate in FMCG goods.

[110]
Large Market
India has a population of more than 1.150 Billions which is just behind China.
According to the estimates, by 2030 India population will be around 1.450 Billion and
will surpass China to become the World largest in terms of population. FMCG
Industry which is directly related to the population is expected to maintain a robust
growth rate. In hair colour category there was a marginal increase of 10.5% . The
company launched Cinthol Lime Fresh Talc and Cinthol Regular soap was launched
in small SKUs (stock keeping units) . In the hair care category, GCPL introduced a
free shampoo offer for Godrej Expert. The company’s rural market share in the hair
care category has also increased from 41.1% in Mar 2009 to 42.0% in Mar 2010.

Source: UN Population Division: Medium variant

Graph 4.5.1

Changing Profile and Mind Set of Consumer

People are becoming conscious about health and hygienic. There is a change in the
mind set of the Consumer and now looking at “Money for Value” rather than “Value
for Money”. We have seen willingness in consumers to move to evolved products/
brands, because of changing lifestyles, rising disposable income etc. Consumers are
switching from economy to premium product even we have witnessed a sharp
increase in the sales of packaged water and water purifier. Findings according to a
recent survey by A. C. Nielsen shows about 71 per cent of Indian take notice of
packaged goodsʹ labels containing nutritional information compared to two years ago
which was only 59 per cent.

[111]
 POLICY

India has enacted policies aimed at attaining international competitiveness through

lifting of the quantitative restrictions, reduced excise duties, automatic foreign
investment and food laws resulting in an environment that fosters growth. 100 per
cent export oriented units can be set up by government approval and use of foreign
brand names is now freely permitted.

Governmental Policy
Indian Government has enacted policies aimed at attaining international
competitiveness through lifting of the quantitative restrictions, reducing excise duties,
and automatic foreign in-vestment and food laws resulting in an environment that
fosters growth. 100 per cent ex-port oriented units can be set up by government
approval and use of foreign brand names is now freely permitted.
India is second largest Country in terms of Population growth and increase in
population has a direct relation to FMCG Products. Survey by A. C. Nielsen shows
about 71 per cent of Indian take notice of packaged goods' labels containing
nutritional information compared to two years ago which was only 59 per cent.

Removal of Quantitative Restrictions and Reservation Policy

The Indian government has abolished licensing for almost all food and agro-
processing industries except for some items like alcohol, cane sugar, hydrogenated
animal fats and oils etc., and items reserved for the exclusive manufacture in the small
scale industry (SSI) sector. Further identified 85 items that would be taken out of the

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reserved list. This has resulted in a boom in the FMCG market through market
expansion and greater product opportunities.

Foreign Direct Investment (FDI)

Automatic investment approval (including foreign technology agreements within
specified norms), up to 100 per cent foreign equity or 100 per cent for NRI and
Overseas Corporate Bodies (OCBs) investment, is allowed for most of the food
processing sector except malted food, alcoholic beverages and those reserved for
small scale industries (SSI). There is a continuous growth in net FDI Inflow. There is
an increase of about150 per cent in Net Inflow for Vegetable Oils & Vanaspati for the
year 2008.

Graph 4.5.2

MARKET OPPORTUNITIES

Vast Rural Market

Rural India accounts for more than 700 Million consumers, or ~70 per cent of the
Indian population and accounts for ~50 per cent of the total FMCG market. The
working rural population is approximately 400 Millions. And an average citizen in
rural India has less than half of the purchasing power as compare to his urban
counterpart. Still there is an untapped market and most of the FMCG Companies are
taking different steps to capture rural market share. The market for FMCG products in
rural India is esti-mated ~ 52 per cent and is projected to touch ~ 60 per cent within a

[113]
year. Hindustan Unilever Ltd is the largest player in the industry and has the widest
market coverage.

Food laws
Consumer protection against adulterated food has been brought to the fore by "The
Prevention of Food Adulteration Act (PFA), 1954", which applies to domestic and
imported food commodities, encompassing food colour and preservatives, pesticide
residues, packaging, labelling and regulation of sales.

Export - “Leveraging the Cost Advantage”

Cheap labour and quality product & services have helped India to represent as a cost
advantage over other Countries. Even the Government has offered zero import duty
on capital goods and raw material for 100% export oriented units. Multi National
Companies out-source its product requirements from its Indian company to have a
cost advantage. India is the largest producer of livestock, milk, sugarcane, coconut,
spices and cashew apart from being the second largest producer of rice, wheat, fruits
& vegetables. It adds a cost advantage as well as easily available raw materials.

Sectoral Opportunities
Major Key Sectoral opportunities for Indian FMCG Sector are mentioned below:

o Dairy Based Products

India is the largest milk producer in the world, yet only around 15 per cent of the milk
is processed. The organized liquid milk business is in its infancy and also has large
long-term growth potential. Even investment opportunities exist in value-added
products like desserts, puddings etc.

o Packaged Food
Only about 10-12 per cent of output is processed and consumed in packaged form,
thus highlighting the huge potential for expansion of this industry.

o Oral Care

[114]
The oral care industry, especially toothpastes, remains under penetrated in India with
penetration rates around 50 per cent. With rise in per capita incomes and awareness of
oral hygiene, the growth potential is huge. Lower price and smaller packs are also
likely to drive potential up trading.

o Beverages
Indian tea market is dominated by unorganized players. More than 50% of the market
share is capture by unorganized players highlighting high potential for organized
players.

INDIA COMPETITIVENESS AND COMPARISON WITH THE

WORLD MARKETS

Materials availability
India has a diverse agro-climatic condition due to which there exists a wide-ranging
and large raw material base suitable for food processing industries. India is the largest
producer of livestock, milk, sugarcane, coconut, spices and cashew and is the second
largest producer of rice, wheat and fruits & vegetables. India also has an ample supply
of caustic soda and soda ash, the raw materials in the production of soaps and
detergents – India produced 1.6 million tonnes of caustic soda in 2003-04. Tata
Chemicals, one of the largest producers of synthetic soda ash in the world is located in
India. The availability of these raw materials gives India the locational advantage.

Cost competitiveness
Apart from the advantage in terms of ample raw material availability, existence of
low-cost labour force also works in favour of India. Labour cost in India is amongst
the lowest in Asian countries. Easy raw material availability and low labour costs
have resulted in a lower cost of production. Many multi-nationals have set up large
low cost production bases in India to outsource for domestic as well as export
markets.

Presence across value chain

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Indian firms also have a presence across the entire value chain of the FMCG industry
from supply of raw material to final processed and packaged goods, both in the
personal care products and in the food processing sector. For instance, Indian firm
Amul's product portfolio includes supply of milk as well as the supply of processed
dairy products like cheese and butter. This makes the firms located in India more cost
competitive.

COMPANY’s PROSPECTS

Hindustan Unilever Limited

Figure 4.6.1
 Unilever is lowering its expenditure on packaging across its portfolio of food
brands as part of a wider cost-cutting drive. HUL has pared down the colour
palette used for printing across many products. The system has been used to
reduce printed packaging costs for Unileverʹs products. It is also eco-friendly
because it reduces waste in the printing process. HUL is taking different steps
to reduce the cost and increase the margin.

 Hindustan Unilever’s product - Pureit (a water purifier) has received the

UNESCO Water Digest Water Award 2008-2009 in the category of best
domestic non-electric water purifier. Pureit received the award for outstanding
contribution in the field of water in India. The product is available across 21
Indian states and has reached more than 1 million homes in India giving them
access to microbiologically safe drinking water. Pureit’s performance has been
tested by leading international & national medical, scientific & public health

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 institutions and meets the germ-kill criteria of the Environmental Protection
Agency, the drinking water regulatory agency in the USA.

Godrej Consumer Products Limited (Godrej)

Figure 4.6.2

• The Board of Directors of Godrej Consumer Products Limited (GCPL) has approved
the acquisition of 50 per cent stake of its joint venture partner SCA Hygiene Products’
stake in Godrej SCA Hygiene Limited. After the transaction, the Joint Venture which
owns the ‘Snuggy’ brand of baby diapers will become a 100 per cent subsidiary of
GCPL.

• Godrej Consumer Products Limited has acquired 100 per cent stake in the Kinky
Group Limited, South Africa. Kinky is among one of the largest brand into hair
segment with product portfolio.

Procter & Gamble Hygiene & Health Care Limited (P&G)

Figure 4.6.3

• The Company has 21 product categories out of which only 8 product have presence
in India. The company is planning to launch the rest 13 product in India. The
company expects to see a growth in other categories.

• The company has an aggressive plan to set up 20 new factories across the World out
of which 19 is expected to come in emerging markets and most of them would be seen
in Brazil, Russia, India, and China (BRIC) nations.

[117]
• Whisper which is one of the company’s power brands has recorded 50 per cent
market share in urban India.

Colgate-Palmolive (India) Limited

Figure 4.6.4

• Colgate Palmolive (India) Ltd, which is currently holding 75 per cent of the share
capital of SS Oral Hygiene Products Private Ltd, Hyderabad, has acquired the
remaining 25 per cent share capital from the local shareholders at an aggregate price
of Rs 77.70 lakh. Consequently, SS Oral Hygiene Products has become a wholly
owned subsidiary of the company.

Dabur India Limited (Dabur)

Figure 4.6.5

• Dabur has entered into the malted food drink market with the launch of a new health
drink “Dabur Chyawan Junior”. According to the company, they expect to capture a
market share of 10 per cent of the Rs. 1,900 Crores malted food drink market over the
next two years.

• Dabur has acquired 72.15 per cent of Fem Care Pharma Ltd (FCPL), a leading
player in the women’s skin care products market, for Rs 203.7 Crores in an all-cash
deal. The Company is expected to create synergy by this deal.

[118]
• Dabur got approval from Government of Himachal Pradesh to set up another
medicine manufacturing unit. The project has an expected investment of Rs. 130
Crores.

Nestle India Limited

Figure 4.6.6

• Nestle is planning to invest Rs 6 billion in India in 2009 for expansion of its

business in the country. The company which has allotted an investment of Rs 3 billion
in the Indian market in 2008, would be doubling the investment in 2009 as part of its
business strategy. Nestle International is reinvesting and expanding in India and
Nestle India will have all the financial resources to expand and grow from the parent
company.

• Nestle India reported a good increase in its standalone net profit for the second
quarter. During the quarter, the profit of the company rose 26.54% to Rs 1,210.90
million from Rs 956.90 million in the same quarter, last year. The company posted
earnings of Rs 12.56 a share during the quarter, registering 26.61% growth over prior
year period. Net sales for the quarter rose 23.45% to Rs 10,356.30 million, while total
income for the quarter rose 23.78% to Rs 10,423.40 million, when compared with the
prior year period.

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 PRODUCT PROFILE

The Company offers various FMCG Products for our various day-to- day usage, they
are categorised as follows,

Figure 4.7.1

TOILETRIES AND BEAUTY CARE SOAPS

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  Cinthol
Cinthol is specially formulated for 24 hour confidence, to enable an
active lifestyle.

Cinthol has different variants as given below;

Original Fresh Lime

Fresh Aqua Deo Musk
Deo Colonge Deo Classic
Deo Sport

 Glory
A unique ‘Hair & Body’ Soap which keeps hair silky, soft and tangle free
while giving you a radiant complexion.
 Godrej No.1
India’s largest-selling Grade 1 soap.

Godrej No.1 has different variants as given below;

Sandal Rose Natural

Strawberry & Walnut Ayurvedic
Moisturising Jasmine
Lime & Aloe Vera Lavender

 Vigil
Godrej Vigil is the only Grade 1 Health Soap in India! It has an advanced TCS
(Triple Control System) formula which removes germs, is faster acting and longer
lasting. Godrej Vigil has the ‘Shield of Good Health’ that helps in consistent
performance which leads to winning in every sphere of life. It offers better quality and
higher quantity at an affordable price.

 Shikakai
The New Godrej Shikakai contains Shikakai, Amla and Bhringraj to
cleanse, condition and nourish hair.

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 POWDER HAIR COLOUR / LIQUID HAIR COLOUR

 Godrej Expert
The Expert range offers you five expert benefits which ensure
that your hair looks young –So that the young at heart can also look young for longer.
With its unique and innovative Colour Lock formulation, the colour is absorbed
uniformly in each and every strand of your hair, thus ensuring a longer lasting 100 %
grey coverage. The colour also spreads evenly, thus making your hair look naturally
younger.

The Godrej Expert has different variants as given below;

Natural Black Burgandy
Gentle Black Natural Brown
Dark Brown

 Powder Hair Colour/ Cream Hair Colour

The unique cream hair colour with
breakthrough formula from the Godrej Hair Care Institute.
o Renew Powder Hair Colour includes various shades for coloring the hairs,
Natural Black Natural Dark Brown
Burgandy Auburn Red
o Renew Cream Hair Colour includes various shades for coloring the hairs,
Natural Black Burgandy
Cinnamon Red Light Brown
Plum Crazy Natural Brown
Light Golden Brown Wine Red

 Colour Soft
The new Ultra Gentle Colour Soft guarantees a pleasant
colouring experience while causing no irritation to skin or eyes. The new rich
Moisture Lock conditioner gives coloured hair the care and protection it needs. The
built-in conditioner gently penetrates the hair during the colouring process and
strengthens it. The post-colour Moisture Lock conditioner gently refreshes every
strand, locking in moisture. The hair thus retains the natural texture of hair and this

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 prevents hair brittleness caused by chemicals. The ‘Ammonia-Free’ formulation
works gently on your hair and protects it for a long time. 
Colour Soft offers a complete hair colouring kit which includes a 40 ml colourant, 40
ml developer lotion, 30 ml shampoo, 4 post-colour conditioner sachets of 24ml, a
measuring cup, an instruction leaflet, a pair of gloves and a protective cape.

Colour Soft includes various shades for colouring the hairs,

Natural Black Soft Black
Burgandy Natural Brown
Light Brown

HAIR OILS AND MEHENDI

 Godrej Kesh Kala
Enriched with the goodness of coconut and natural extracts of
Mehendi, Amla, Shikakai and Bhringaraj, It is a ready-for-application oil based hair
dye.

 Anoop
A much acclaimed Ayurvedic Hair Oil from Kerala (India), Anoop
helps arrest hair fall and tone up scalp and hair.
 Nupur Mehendi
Godrej Nupur brings the best quality Rajasthani Mehendi with nine
carefully chosen natural herbs valued for their hair care benifits. The ingredients are
added in perfect proportions to give our hair the fabulous shiny and silky feel that we
deserve every single day.
Table 4.7.1

SK 20g 40g 70g 170g 500g

U ms ms ms ms ms

Pri Rs.5 Rs.1 Rs.1 Rs.3 Rs.7

 Godrej Kali ce .00 0.00 5.00 0.00 5.00 Mehendi
It
has natural extracts of Aritha, Amla, Bhringraj and Shikakai which provides
nourishment to the hair.

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 DEODRANTS SPRAY / TALCUM POWDERS
 Cinthol Deo sprays
Cinthol Deo Spray includes various varieties of deodorants for
fragrance ,
Deo Sport Deo Musk
Deo Classic Deo Colonge
Deo RainStorm Deo Unleash

 Cinthol Talc
Cinthol Talc includes various varieties of talcum powders for
fragrance,
Deo Sport Deo Musk
Deo Classic Deo Colonge
Deo RainStorm Deo Unleash

HOUSEHOLD AND FABRIC CARE

 Ezee (Normal and Bright & Soft)
Godrej Ezee was launched in 1983 for special clothes and delicate
garments like woollens, silks, baby clothes, wool blends, premium cottons, lingerie
etc. The biggest worries of consumers washing clothes with powder and bar
detergents were shrinkage and colour fading. Ezee addresses both these worries
through its unique pH neutral formulation.

PROTEKT RANGE

 Sanitizers
Godrej Protekt Instant Hand Sanitizer, with its revolutionary Insta
Sanitize Technology, kills 99.99% of the most common germs that may cause illness,
in 15 seconds. It is a fast, effective, hygienic alternative to washing hands when soap
and water are not available and leaves hands feeling clean, soft and smooth after use.

Sanitizers includes various varieties that kills the germs within 15 seconds,
Original Blossom Citrus

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 Handwashes
Hand washes includes various varieties in different flavours,
Original Blossom Citrus
 Hand Hygiene Wipes
Hand Hygiene Wipes includes various varieties in different flavours,
Original Blossom Citrus

SHAVING CREAM / SHAVING SOAP

 The unique combination of Lanolin, PEG 30 and Glycerin makes shaving with
Godrej Shaving Cream a totally different experience. 
With Godrej Shaving Cream, we can feel the goodness of the rich lather that gives
you a close and smooth shave. Revel in the experience of soft skin through the regular
use of Godrej Shaving Cream.
These are some of the varieties which includes,
Deluxe Lime Deluxe Lather
Menthol Mist Lime Fresh
Rich Foam Shaving Round Ordinary
Shaving Round Poly

SNUGGY BABY DIAPERS

Ultra thin diapers specially designed for your baby's comfort, offering cosy cloth-like feel.

The diapers that are available in the market are,

Small Medium Large

GODREJ DISH WASH

The special concentrated formula works wonders on the toughest of grease

effortlessly, leaving your utensils sparkling clean.

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 COMPETITORS

The major competitors of the Godrej Consumer Products are as follows,

1. Hindustan Unilever

2. Wipro

3. Reckitt and Benckiser

4. ITC

5. Himalaya

6. Garnier

7. Palmolive

and some local players like NEHA etc.

Tracking the Competition of the Competitors

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Due to the hyper competition prevailing in the market. The company has to look for
the other company moves so that it can defend the market share,

The GCPL keeps a close look on the availing Maximum Retail Price, Quality and
Packaging of the product, Discount , Schemes, Offers, Weight and Size of the product
etc. If they will not do so then the market share would automatically go down. So
companies puts a hard effort in keeping in the touch of the competition which held in
the market.

FOCUS ON RURAL SECTOR OF SOCIETY

With the presence of 12.2% of the world population in the villages of India, the Indian
rural FMCG market is something no one can overlook. Increased focus on farm sector
will boost rural incomes, hence providing better growth prospects to the FMCG
companies. Better infrastructure facilities will improve their supply chain. FMCG
sector is also likely to benefit from growing demand in the market. Because of the low
per capita consumption for almost all the products in the country, FMCG companies
have immense possibilities for growth. And if the companies are able to change the
mindset of the consumers, i.e. if they are able to take the consumers to branded
products and offer new generation products, they would be able to generate higher
growth in the near future.

The Godrej Consumer Products Ltd. is one of the player of the FMCG segment
offering varieties of products to the masses with the cut throat Competition with other
companies like Hindustan Unilever Ltd., Garnier , ITC, Reckitt and Benckiser, Gillete
and various others. Its Principal brand is of course Godrej No.1, Godrej Expert Dye,
Cinthol, and Fair Glow. The Godrej No.1 is has captured around 60-65% of the
market in South Delhi giving the tough competition to Lux and Breeze and is in the
race of becoming the market leader. It includes four of the top eight brands (Natural,

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Sandal, Lime and Aloe Vera, Lavender). Its other brands include Cinthol, Glory,
Shikakai, Vigil and other brands too.

The Company has recently launched a herbal mehendi naming NUPUR Mehendi
which has made its market pretty soon. The mehendi is having the competition with
the local brand like Neha Many people don’t know that we came up with the concet
of sanitizers which when applied on hands removes 99.9% germs within 15 seconds.

CORPORATE SOCIAL RESPONSIBILITY (CSR)

POLICY OF GODREJ

Godrej has a philanthropic arm that has built schools, dispensaries and a residential
complex for their employees. Trusts established by Godrej continue to invest in
education, healthcare and upliftment of the underprivileged. Environment Policy of
Godrej consumer products ltd. Company has identified biodiversity enhancement as a
focal point. The preservation of open spaces and especially green open spaces such as
mangroves has been a priority for the company. Godrej strongly believes that this
green environment enhances productivity and quality.

25% of the shares of the Godrej Group’s holding company Godrej & Boyce are held
in a trust that invests back in the environment, healthcare and education. Which
means business is not just about revenues and profits but keeping our land green, our
communities healthy and our kids smart. In 1920, our founder Ardeshir Godrej gave a
donation of Rs. 3 lakhs to the Tilak Swaraj Fund – then considered a princely sum –
for upliftment of the downtrodden. His gesture of philanthropy grew into Godrej
corporate policy. Giving back turned into our way of saying thank you to the 400
million Indians who are Godrej loyalists. Godrej’s entire campus, known as

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Pirojshanagar, is an industrial garden township. It has been greatly appreciated by all
their employees and visitors.

Focus of the Company;

“To provide its customers with innovative, value for
money solutions for meeting their daily needs and improving the quality of their life”.

CSR ACTIVITIES OF THE COMPANY

They believe that environment, safety and health are important components of any
well-run business and would like every member of the Godrej 'parivar', and the
extended family, to inculcate these values. Godrej Company has a green image; the
credit goes to Godrej founders.

Until 1995 Godrej had not publicized their efforts. They were doing things for the joy
it gave them. It was in 1996 that they adopted the System's approach and then the
entire business was involved in changing processes and setting procedures to give due
consideration to the mangroves. As a matter of fact, some of the businesses found that
the conservation of mangroves actually helped them in strengthening business
relationships with clients, government and customers.

Mangrove Development;
Mangroves are essential to the ecology of the coast and the island. They provide
fertile ground for fish to feed and breed in and nurture a large variety of
birds.Mangrove conservation has been the key focus of the Environment Cell.

The Environment Cell has a broad mandate to mentor and monitor all their activities
so as to ensure high standards. The residential township and community around the
company is also a focus of their Environment Cell.

Mangrove Area Vikroli;

BNHS and the Soonabai Phirojsha Godrej Foundation made efforts to replant
mangroves in Vikhroli-Ghatkopar in the early 1990's

The Soonabai Pirojsha Godrej Foundation (Mangrove Project);

SPMEC was formally inaugurated in 1985 under the leadership of the late Dr. Salim
Ali, one of the world's most honored ornithologists, the late Dr. A.K. Ganguly (a

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reputed botanist) and Dr. H.N. Sethna. The aim was to protect the 1750 acres of
mangrove forest on land owned by the Foundation and the Godrej & Boyce company.
The scope of the project was further expanded by creating a research, education and
conservation base.

Description;
This is the first privately managed mangrove area in India and probably the first
mangrove management project in the world to formally adopt ISO14001 standards for
Environment Management System. This system has been amalgamated with the
corporate environment policy of the parent company, Godrej & Boyce Mfg. Co. Ltd.
and is looked at as a success story for the corporate environment.

Several short- and long-term research projects have been undertaken including the
biodiversity of Thane creek, vegetation mapping, satellite imagery studies, pollution
of Thane creek etc. Researchers from various universities and organizations are
encouraged to conduct research projects and surveys in Pirojshanagar mangroves.

Regular mangrove plantation activities have been conducted since the project's
inception. Studies reveal an 18% increase in vegetative cover due to conservation
measures taken so far. This is an outstanding achievement since more than 50% of
Mumbai's mangroves have been destroyed in the last 20 years.

The Mangrove Interpretation Centre (MIC) is situated in Udayachal Primary School,

Vikhroli (total area = 475.3 square metres). The Centre is involved in educational
activities such as nature trails, audio-visual shows and other activities related to the
mangrove ecosystem. The objective of the MIC is to spread environmental awareness
using mangroves as a platform. MIC has been largely responsible for promoting
mangrove awareness in Mumbai and the State of Maharashtra. Thousands of people
have visited the centre, including many forest officials on training programmes. New
mangrove conservation groups have become established in the city as a result of MIC
awareness and conservation programmes.

As part of the Centre's ISO 14001 certification, it complies with the requirements of
the evaluating agency, TUV International. Feedback is collected from visitors and
forwarded to the management. Relevant suggestions are adopted to improve the
effectiveness of conservation measures.

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Key Species/ Features;

Pirojshanagar mangroves have an amazing biodiversity. There are approximately 15

mangrove species and associates in the 1,750 acre area. The total plant diversity
exceeds 200 species. Marine biodiversity is represented by 20 fish species., 15 crab
species., 7 prawn species., and several molluscs.

Terrestrial fauna includes 206 bird species., 33 reptile species., 12 mammal species.

Examples of prominent animals include Jungle Cat, Asiatic Jackal, Wild Boar, Indian
Mongoose, Binocellate Cobra, Russell's Viper, Rat Snake, Rock Python, Indian
Monitor , Dog-faced Water Snake, Wart Snake, Common Skini, Snake Skink, Lesser
Spotted Eagle, Greater Spotted Eagle, Marsh Harrier, Hen Harrier,and Buzzard. The
wetland is an important stopover for over 100 species of migratory birds. A recent
study showed 29 spider spp. within just eight hours of a field search.

Surveys are ongoing for a detailed biodiversity inventory of the wetland.

General;
SPGMEC has adopted a three-fold approach for mangrove protection - research,
conservation and education. All the activities of the Centre are planned and conducted
to equally justify these three aspects. SPGMEC believes in the 'wise use' of wetlands
and discourages unsustainable development activities that would adversely affect the
mangrove ecosystem. The SPGMEC has been involved in mangrove conservation
much before mangroves were classified as forests and protected by Indian legislation.

There is little community education work. Most of the population around the wetland
is an urban one which is not directly dependent on the wetland for its livelihood.
There a minority of fisherfolk but no CEPA programmes for them. The situation may
change if the Thane Creek area is designated a Ramsar site as proposed by
Maharashtra State to the Government of India. There is wide scope for community
work as over 10,000 people live in the surrounding area and depend on the wetland
for fish and shellfish.

The wetland has also been linked to the Industrial Garden Township of M/s. Godrej &
Boyce Mfg. Co. Ltd. Being a part of the Environment Management of the Township

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and industry, it has been made mandatory for the industrial processes and the
Township activities to rigorpously observe environmental norms.

Garbage is treated on the reduce-recycle-reuse principle. Effluents and seage are

strictly monitored and recycled to the maximum capacity. To keep the wetland safe,
the only secured landfill in the city has been built to avoid land or water
contamination. The SPGMEC mangroves are being treated as ecological indicators
for the environmental performance of the industrial and residential township.

An Animal Rescue Programme was started in 1993. Over 1,000 birds, 400 reptiles
(mostly snakes), and some mammals (monkeys, jackals, mongoose and a Leopard)
have been rescued and rehabilitated. The programme has changed people's mentality
and is helping in creating a comfortable relationship between people and animals. The
Foundation published a book, ' Symbiosis of Industry and Nature', about wildlife and
particularly urban wildlife. The book is available to employees at a subsidised price.

Interpretation and Exhibitory;

The Mangrove Interpretation Centre is designed for the interests and needs of a
variety of target groups. These include students, teachers, NGO’s, Government
departments (related to environment, forests and urban development), and common
citizens.

The Centre contains attractive posters depicting information about aspects of the
mangrove ecosystem including world distribution of mangroves, Indian distribution,
mangrove adaptations, associated biodiversity, and the ecological and economical
importance of mangroves. Since the major target group is students, some of the
posters describe the role of students and laymen in nature conservation. Some rotating
displays with a picture on one side and its description in verse form on the other side
is a simple play for children. Another activity is the 'Tree of life' where descriptions of
various types of plants and animals found in a mangrove ecosystem are written on a
wooden panel shaped in tree form.

The children are given pictures of these life forms and asked to place them at the
correct places. To make children aware about underwater biodiversity and seashore
animals, two dioramas have been specially designed.

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The Centre also has a collection of natural specimens such as snake molts, abandoned
bird nests and marine shells that are used to discuss biodiversity and related issues.
SPGMEC believes in informal techniques rather than classroom sessions for effective
education, and has adopted the 'learn with fun' approach with students.

The nature trails are guided by an Education Officer and sometimes by volunteers. A
new MIC is being planned at the periphery of the Pirojshanagar mangroves so that it
is easy for visitors to visit the mangroves and to relate the information displayed in
the Centre with actual sightings in the field. Work is in progress to develop and
maintain a marine aquarium.

Formal (School and University) Learning;

Mangrove Education is not a part of the formal curriculum. Hence, activities for
schools, colleges and universities are mainly considered as extracurricular activities.
As a general rule, schools and colleges are contacted at the beginning of the year and,
as and when requests come from them, the programmes are structured, scheduled and
conducted.

Some colleges and university students take up short-term projects on subjects related
to the mangrove habitat.

These programmes are mainly college/university programmes and infrastructure for

the field studies and guidance is provided by the Centre. The projects range from 15
days to a maximum of three months duration. Project evaluation is done separately by
the Centre and parent institution of the student.

Informal (General Public) Learning;

The Soonabai Pirojsha Godrej Foundation has published a book, ' Godrej - A
Symbiosis of Industry and Nature', a pictorial guide with lay person information about
the flora and fauna of Pirojshanagar, Godrej Township and Pirojshanagar mangroves.
Every year, a number of awareness programmes are conducted to discuss a range of
environmental issues for the residents of Pirojshanagar mangroves.

Education programmes for students of the Godrej schools are conducted regularly to
make them aware about the importance of the mangrove ecosystem situated in their
'backyard'. Activities such as nature walks, bird watching (etc.) are conducted on

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weekends for the public to create concern for the environment and mangroves in
particular. Thus, the mangrove conservation project is used as a platform to create
awareness among citizens about environmental issues in general.

Every year since 1998, World Wetland Day has been celebrated with the participation
of the Township residents and other interested citizens with a series of entertaining
and educative activities.

Management and Funding;

The Soonabai Pirojsha Godrej Foundation is a public charitable Trust registered under
the Bombay Public Trust Act, 1950. The Foundation works mainly in social fields
like education and medical aid etc.

Soonabai Pirojsha Godrej Marine Ecology Centre (SPGMEC) is part of the

Foundation., and is partly funded by the Trust and partly by M/s. Godrej & Boyce
Mfg.Co. Ltd., a multi-product Indian corporate.

The Foundation also seeks aid from donor agencies for general or specific
programmes for mangrove conservation. The project is managed by trustees of the
SPG Foundation and an Environment Cell - an advisory body. Members of the
Environment Cell are eminent environmentalists and scientists..

Garden Department;
Garden Department looks after the natural environment of numerous areas in Mumbai
and in other cities where Company have establishments. Company is engaged in the
propagation of various species of orchids, medicinal plants and rare endemic species,
amongst others. For the Godrej family Nature has always formed an important part of
their upbringing and their garden township at Vikhroli bears witness to this.

Other Departments;

Godrej has formed specialist groups, for example

 The Envirotech Group – for pollution-reduction and related matters;

 The Encon Group – for energy conservation

Environment Awareness Programs

[134]
Godrej have been focusing on environmental education and, over the years, Godrej 
has successfully oriented thousands of school, college and graduate students, across
the country, through their Mangrove Awareness Programs.

Every year thousands of students visit the mangrove area. They are guided on
specially organized tours, which are interesting and educative. In our Godrej
Udayachal Schools they have been educating on environment for many years. Right
from the preprimary level the children are exposed to the mangrove area, where they
are introduced to plant and animal life, flora and fauna. Many of them are likely to
become naturalists of a high order. Their High School students have a special
mangrove club and the Soonabai Pirojsha Ecological Mangrove Project runs a
programme in Mumbai city for school and college students.

Godrej offers researchers and naturalists every facility to conduct studies on this most
important, but long neglected eco-system.

All Godrej’s business heads are more than adequately equipped and empowered to
make decisions in business as well as on safety, health and environment. All the
groups report to their divisional heads that have direct access to the chairman. Most of
Godrej’s businesses have the ISO 14000 certification, along with strong
Environment Management Systems.

According to the System's requirement, most environmental matters are resolved at

the business level. These important issues are addressed at weekly meetings of
business heads.

[135]
 PERFORMANCE HIGHLIGHTS

Growth driven by Godrej Sara Lee (GSLL’s) acquisition and domestic sales:
Godrej Consumer Products Limited (GCPL) showed a 46.5% yoy growth in net sales
to Rs 2,041.2cr on a consolidated basis. This growth was mainly driven by the 49.0%
stake acquisition in Godrej Sara Lee (GSLL) business which contributed to 20.0% of
total consolidated sales. The domestic sales grew by 16.9% yoy and contributed
62.1% of consolidated sales.

Quaterly Financials Rs.cr

Particulars Q4FY2010 Q4FY2009 YoY Q3FY2010 QoQ (%)

(%)
Revenue 509.2 343.9 48.1 517.6 (1.6)
Other Income 12.2 10.3 18.4 11.1 10.4
Total Income 521.4 354.2 47.2 528.6 (1.4)
Total Expenditure 401.7 276.6 45.2 416.2 (3.5)
EBIDTA 107.5 67.3 59.7 101.4 6.0
EBIDTA Margin (%) 21.1 19.6 -- 19.6 --
Depreciation 6.1 4.0 50.0 5.6 8.4
EBIT 113.7 73.6 54.5 106.9 6.3
Interest 2.7 4.8 (43.9) 2.0 33.7
Profit before Tax 111.0 68.9 61.3 104.9 5.8
Tax 19.2 9.4 103.8 19.8 (2.7)
Net Profit 91.8 59.4 54.6 85.1 7.8
PAT Margin (%) 18.0 17.3 -- 16.4 --

[136]
 EPS 3.0 2.3 -- 2.8 --

Source: Company data, Parsoli Research

Table 5.2.1

GAIN IN MARKET SHARE

During Q4FY2010, the company gained market share by 110bps yoy to 10.5% in the
soaps category while there was a marginal increase of 10.5% in the hair colour
category. During the quarter, the company launched Cinthol Lime Fresh Talc and
Cinthol Regular soap was launched in small SKUs (stock keeping units) priced at Rs
6. In the hair care category, GCPL introduced a free shampoo offer for Godrej Expert.
The company’s rural market share in the hair care category has also increased from
41.1% in Mar 2009 to 42.0% in Mar 2010. GSLL’s Good knight brand also improved
its market share from 23.7% in Q4FY2009 to 24.8% in Q4FY2010.

FOCUS ON INORGANIC GROWTH VIA ACQUISITIONS

In view of GCPL’s 3x3 strategy of establishing presence in 3 continents, namely,

Asia, Africa and Latin America through 3 core categories - home care, personal wash
and hair care, the company has undertaken acquisitions in the international market
across these categories. In March 2010, GCPL acquired Tura, a market leader in the
personal care segment, in Nigeria. The company, established in 1986, manufactures
and distributes a range of products including soaps, moisturising lotions and skin-
toning creams. The acquisition would enable GCPL to leverage Tura’s network and
presence in the Nigerian market and use it to establish a strong foothold in the hair
care market by introducing products of its other African acquisitions (Rapidol and
Kinky).
In April 2010, GCPL acquired PT. Megasari Makmur Group in Indonesia. Megasari
Group manufactures and distributes a wide range of household products including
insecticides, wet tissues and air fresheners. In 2009, Megasari’s revenues grew 20.0%
yoy to touch at US$ 120mn. The company ranks second in the household insecticides
segment (35.0% market share), is a market leader in air care (45.0% share) and wipes

[137]
(80.0% share) segment and holds 15.0% market share in the breakfast cereals
segment.

Outlook;
GCPL’s performance for FY2010 has been strong on account of the company’s
acquisition of 49.0% stake in GSLL. In addition, the international subsidiaries
including Kinky, Rapidol and GGME also performed well. However, with the
increase in food inflation, the domestic market sales are getting impacted. GCPL’s
key categories like soap and hair colour are seeing suppressed growth as consumers
become more price sensitive discouraging marketers to hike prices and
there is greater competition to grab market share by increasing volumes. We expect
the company’s revenues to grow at 27.2% during FY2009-12 to reach Rs 2,864.4cr in
FY2012. In addition, we believe that GCPL’s global expansion strategy through
acquisitions would be value accretive. The growth is nevertheless subject to the
company’s success in integrating the newly acquired companies and drawing
synergies out of them to enable business expansion.

[138]
 MARKETING POLICIES

Marketing is an environment centric initiative. A peep into the current and emerging
environment is essential. Marketing as far as FMCG industry is concerned must be
seen primarily in the context of the fact that it deals in a product, which is basically
sought and in respect of which even awareness has not to be often generated before
proceeding to identify a need, convert into a want and fulfil it.
There is a necessary need of marketing in FMCG industry. According to Theodre
Levitt, the consumers do not buy products; they buy solutions to their problems.
Hence the marketing of FMCG goods involves the instigation of demand.

A bold strategy is the Planning and Performance budgeting which is not for higher
sales alone, but practically for every aspect of functioning and aimed at maximizing
profit and growth. Planning and budgeting exercise involves all the offices from the
operational units i.e. Branches to the Corporate Office. The exercise is a happy blend
of both the ‘planning from below’ and ‘perspective guidelines from top’ technique.

The review system gives life the performance budgeting and becomes a process for a
qualitative evolution of results.

Godrej Consumer Products emphasizes on customer’s needs at the very first time:

a) I don’t know who you are,

b) I don’t know your company
c) I don’t know your company’s product
d) I don’t know what your company stands for
e) I don’t know your company’s customers
f) I don’t know your company’s record
g) I don’t know your company’s reputation

[139]
 h) Now what was it you wanted to sell me?”

This is the peculiar situation most of the marketing managers often find. Because
marketing of FMCG product is not marketing any intangible service.

Now that the customer has a wide array of choices in the market place the one which
has got the competitive edge will survive. Competitive advantage can only be
obtained if the customer is offered an insurance policy or package that exactly meets
his or her needs. Hence the design of the right products and its delivery at the right
time become crucial to competitive success.

The Product - Market Segmentation

Godrej Consumer products were earlier focusing only on the premium segment of
FMCG and was a niche player in the market. To have a dominating position in the
market based on the strengths that company had in terms of brand, infrastructure,
management capabilities and understanding the FMCG market, the company decided
to target most of the segments in the market by following a micro-segmentation
strategy. The Company believed that the Right Product at the Right Price Point for the
Right Target Consumer was the Right approach to creating the Right Competitive
Advantage.

[140]
 PROJECT OVERVIEW

Primary Objective

“Exploring the Opportunities of Improving the Coverage Area of Godrej

Consumer Products Limited (GCPL)”

Secondary Objective

 Identifying the areas where the distributor can be appointed

 Analysis of the current route of the market

 To know the present coverage of the products offered by GCPL

 To know the Impact of Advertisements on the mind of the customers

[141]
 METHODOLOGY

Figure 6.2.1

Exploratory Design

In case of exploratory research, the focus is on the discovery of

ideas. In our case an exploratory study has been conducted. An exploratory study is in
the nature of a preliminary investigation and basically it is based on secondary data ,
that are readily available.

In general, exploratory research design is appropriate for any problem in which a very
little knowledge is available.

[142]
Exploratory study is characterized by flexibility and informality. Exploratory Studies
rarely used details (structured) questionnaire. These do not involve probability
sampling plans. Ingenuity, judgment are the part of such studies.

An Exploratory Design is used for any or all of the following purpose:

1. Formulating a problem for more précised investigation or for developing

hypothesis.
2. Establishing priorities for further research.
3. Gathering information about the practical problems for carrying out research
one particular conjectural statement.
4. Increasing the analyst’s familiarity with the problem, and
5. Clarifying the concepts.

Descriptive Study

Descriptive Research Design also called exploratory design. The descriptive study
is typically concerned with determining frequency with which something occurs or
how two variables vary together. A descriptive study requires a clear specifications of
who, what, when, where, why and how aspects of the research. The characteristics of
descriptive study are it is rigid and formal. The important fundamental weakness is-
Descriptive Research does not find the cause and effect relationship among variables.

Causal Design

Causal design helps us to find out the cause and effect relationship behind a
situation. Causal research also experimental research .Experimentation is defined as a
process where events occur in a setting at the discretion of the experimental, and
control are used to identify the sources of variation in subject’s response. This
research design says that sources of variation in subject’s response. This research
design say that experimentation is a process of manipulating one variable in a
controlled environment while holding all other variables constant in order to establish
in order to establish a causal relationship.

[143]
 RESEARCH PROCESS

1. Formulating the research process

2. Choice of research design

3. Determine the source of data

4. Design data collection form

5. Sample type

6. Organizing and conducting field survey

7. Process and analyze the collected data

8. Preparing the Research Process

How Marketing Research Process is followed in our Research?

Step 1: FORMULATING THE RESEARCH PROBLEM: To “Explore the

opportunities of
improving the coverage area”.

Step 2: CHOICE OF RESEARCH DESIGN: Descriptive Design and Casual

Design.

[144]
Step 3: DETERMINE THE SOURCE OF DATA: Whole sellers and Retailers.

Step 4: DESIGN DATA COLLECTION FORM: Primary and Secondary Data.

Step 5: SAMPLE SIZE: Not Finite (Unlimited).

Step 6: ORGANISE AND CONDUCT FIELD SURVEY: Collecting data from the
markets of South Delhi.

Step 7: PROCESS & ANALYZE THE COLLECTED DATA: Analyzing the

collected data and to find out the result.

Step 8: PREPARING THE REPORT.

JOB PROFILE

Marketing is first and foremost the satisfaction of present and potential

customers needs. FMCG sector invaded companies needs a lot of marketing in order
to place their products. Marketing oriented companies realize this.

Marketing is the catalyst that makes the total utility of a product a reality for
consumers thus providing satisfaction of needs.

Marketing is the function which links the consumer, customer and public to the
marketer through information used to identify and define marketing opportunities and
problems generate, refine evaluate marketing actions, monitor marketing
performances, and improve understanding of marketing as process

Need of Marketing

1. Exists to satisfy the wants of its targeted customers,

2. Approaches decision making from the systems view of management.

3. Seeks to earn a satisfying rate of return on the owner’s investment in the

firm.

CUSTOMER OREIENTED MARKETING

“The Customer is King” the customer is always right catch the spirit of the
Marketing Concept. In marketing oriented or customer-oriented firms, the customers

[145]
are the focal point for all decision making in the organization and al the functional
areas (Production, Marketing, Finance, R&D, Engineering and so on) are geared to
satisfy customer wants. Thus, customer oriented firms research the market first to
learn what their targeted customers want and then design and develop products to
satisfy these wants.

Customer-oriented firms do not consider the marketing task completed once a sale has
been made. They provide after-sales services and through research, check on how
satisfied their customers are and what can be done to enhance their satisfaction.

The marketing concept views customer orientation as the means of achieving the
Organizations goals. By providing products and services that satisfy its targeted
customer’s wants, the organization will achieve its goals too: that is, the achievement
of a satisfactory rate of return.

We find that marketing concept is efficient in bringing a balance to the exchange

process with in the social system. The key to al these exchanges is information and
consumers are the initial source of information that keeps exchanges in balance. By
accepting or rejecting gods and services offered consumers communicate their needs
and wants to retailers and other intermediaries.

My job profile in Godrej Consumer Products Ltd.(GCPL) is that I was working as a

Marketing Consultant (MC) i.e. I was a mediator between the Distributor and the
Management of the company under Mr. Bhavneet Khurana (Field Officer). I joined
GCPL on 5th May 2010. My working hours were 8 hours from 9:00 am. – 5:00 pm.

Godrej Consumer Products Ltd. (GCPL) is a repudiated company in the FMCG

sector. It deals in various Consumer Products such as (soaps, dyes, hair creams,
talcum, etc.). As I was doing summer training in Godrej Consumer Products Ltd.
(GCPL) so I had to deal with

1. Marketing of Consumer products,

2. Appointment of a Distributor,

3. Analysis of the market route,

[146]
As the marketing were very versatile, there are various companies leading in this
sector. Doing this I got know various things that are TPR, ARF, Slab Scheme,
Undercutting, Distributor & Retail Margin, Difference in prices in products and the
competition are tracked keeping the close looks on the moves of the others.

ARF – Schemes given to the market and reimbursed after 1 or 2 months or

submission of claims at the Regional Office after 1 or 2 months.

TPR – The quantity that has been automatically cut down or deducted from the
invoice bill.

Undercutting – The process through which if the landing rate at the distributor is
suppose Rs. 2000/ and if the distributor sells that carton at a price below Rs. 2000/-

Slab Schemes

Flat Scheme Rs.3 less on set of 6

Rs.6 less on set of 12
Rs.12 less on set of 24

The DSR’s (Distribution Sales Representative) who are the front line division of any
company puts a tough effort in the selling of the products. Along with them I had to
keep a look on the market for the versatility of products. The Distributor who is a kind
of a mediator in between the customers and the Suppliers has to keep a stock of 20
lakhs in its warehouse.

For the appointment of the distributor, we must understand that,

 Entry in the desired market/markets

 Surveying the market/markets

I had kept this mind that the person who would be appointed as the distributor must
know the market very well which the first aspect is, then what is the Viability of the
market, Market potential (sales and quantity), will the business of the particular
market be fruitful, what is the market route.

[147]
 ANALYSIS OF THE MARKET ON THE BASIS OF THE
PRODUCT

1. Cinthol (Soap, Deo Spray, Talc)

a. Product: Cinthol soaps come in 7 variants, deo sprays in 6 variants and
talc in 7 variants (newly launched lime fragrance). This offers choice
to its consumers. The fragrances suits best to the geographical location
of its customers.

b. Price: For soaps although the pricing is on the higher side, but the
company can afford this due to lack of strong competition and early
market entry advantage. Due to the seasonal demand and high
competition in case of deo sprays and talc, the pricing is low and at par
to its competitors.

c. Promotion: The recent promotional activity of providing money

discounts in the denominations of Rs.4, Rs.8 and Rs.10 under the soap
wrapper is proving beneficial for the sales(in volume) and brand
building. In talc, the “one on one free” offer during the peak summer
season is a well thought move. However, in deo sprays the product is
finding it difficult to capture enough market share due to lack of
proper advertisements, very less promotional activities like providing
retailers with display offers.
d. Place: Efficient inventory management and supply of goods to the
customers is a feature of this product.

[148]
Observations:

 Advertisements not referring to a single product.

 In deo sprays and talcs, strong competition with already existing brands
like Axe, Set-Wet and new emerging brands like Reebok, Wild Stone,
Denver and Garnier
 Regular display offers given by Axe to the retailers is effecting Cinthol’s
market share.

2. Godrej No. 1 Soap

a. Product: The product comes in 9 variants, satisfying the different tastes
and preferences of the customer. The availability in 2 or more sizes
satisfies the different family structures. Recently, a change in the shape
of the bar has been well appreciated both by the retailer and the
consumer.

b. Price: One of the main reasons of such a high market share of the
product is its low pricing.

c. Promotion: Although the brand is very strong and well recognized,

timely discounts and display offers are provided to maintain the market
share.

d. Place: Maintaining an adequate stock and intensive market coverage

has led to strong brand building.

Observations:

 An unusual competition between the wholesalers’ and the distributors over

the same brand due to the difference in the prices quoted by them. This
directly effects the reputation of the distributor and the sales of the product
in the long run.

[149]
  Although brands like Breeze and Jo act as a competitor, but they are hardly
a threat due to the intensive market coverage done by the sales
representatives.

3. Expert Hair Colours (Powder, Liquid)

a. Product: Both powder and liquid hair colour comes in 5 shades and it
suits the Indian hair texture. Powder colour is available in sachets of 3
gms which ensures the complete consumption of a sachet in one use,
making its handling very easy.

b. Price: In case of powder colours the absence of any competition from

any other powder colour and the possibility of customer moving to
other types of hair colour (liquid,cream), the price has to be adequately
set to Rs.10.

c. Promotion: Timely advertisements, hanger displays are some of the

promotional activities.

d. Place: Timely and efficient distribution of product from distributor to

retailer/wholesaler.

Observations:

 Demand for Natural Black(both powder and liquid) is highest followed by

natural brown and dark brown.
 In powder colours Godrej enjoys early market advantage, high and
constant market share due to which brands like Garnier offer low
competition.

4. Shaving Cream

[150]
 a. Product: Deluxe Lime and Deluxe Lather are the two variants. No USP
of the product.

b. Price: The price has been kept low to most of the competitive brands
like dettol, old spice but higher than Vi-John.

c. Promotion: Hardly any promotional activity due to the single product

in the product line.

d. Place: Inventory easily managed due to only two types of variants

present.

Observations:

 Sudden fall in the price of the product resulted in customer being

suspicious about the its quality.
 Since it’s the only product in the chain, it looses on giving offers like other
brands. Eg’s Palmolive’s offer of a free shaving brush along with its
shaving cream.

5. Renew and Colour Soft

a. Product: Renew cream comes in 6 variants, renew powder in 4 variants
and Colour Soft 5 variants. These colours are gentle to the hair. Apart
from providing some basic colours like natural black and natural
brown, Renew cream also comes in some different and acceptable
colours like wine red and cinnamon red. Compared to powder colours,
cream colours spread easily and evenly on the scalp.

b. Price: Due to high competition from Garnier, Revlon and Streaks, the
pricing is low.

c. Promotion: Lack of adequate promotional activities, both above the

line and below the line, is affecting the sales.

[151]
 d. Place: Due to such a wide range of variants, inventory management is
an issue.

Observations:

 Even after similar price Garnier has a very high market share due to
constant promotional activities (both above and below the line).
 Garnier cream color comes in small packing also which aims at customers
who are not ready to buy the big pack. Color Soft has on the other hand
comes in 40 ml packs only.

6. Nupur Mehendi/Kali Mehendi

a. Product: Nupur Mehendi comes in 5 different packagings providing
customers with options to choose according to his/her requirements.
Kali mehendi on the other hand comes in only a 3 gm sachet pack
making its handling easy.

b. Price: With Neha mehendi being the only competitor, price of Nupur
has been been at par to it. The same pricing strategy is followed for
Kali Mehendi with Black Rose as a strong competitor.

c. Promotion: Above the belt promotion can play an important role in

brand recognition.
d. Place: Proper inventory is maintained.

Observations:

 Customers act as laggard and are taking time to switch over from Neha to
Nupur.The sales have improved over the last few months.

[152]
7. Kesh Kala/Anoop Hair Oil
Observations:
 Vasmol Kesh Kala is having a high demand mainly due to above the belt
promotional activities.
 Very little product recognition in case of Anoop Hair oil.

8. Protekt Range
a. Product: Hand sanitizers are a new product launched by Godrej after a
long time. It comes in 3 variants of 3 packing each. The handwash also
comes in 3 variants and so does the Hand Hygiene Wipes.

b. Price: With brands like Dettol and Lifebuoy in the market, Godrej is
doing good by keeping a low price.

c. Promotion: A free refill pack with the hand wash is a good promotional
move.

d. Place: Intensive market distribution is done so that the product reaches

to all markets where it is sold.

Observations:

 Lack of awareness about the hand sanitizers.

 Dettol has come up with its sanitizer and customers are preferring it over
Godrej sanitizer due to the hygiene being the niche target market segment
for Dettol.
 In terms of demand for handwash Dettol is at the top followed by Lifebuoy
and Savlon.

9. Ezee
a. Product: A very effective product for woolen clothes. Comes in
various bottle packs as well as sachets.

[153]
 b. Price: With not many competitors in the market other than Wipro
Safewash and Genteel, the price is higher that the other two.

c. Promotion: The current promotional activity of “one on one free” offer

is keeping the demand alive even in the off season.

d. Place: The product follows the supply chain from distributors to

retailers to consumers. Maintaining inventory is simple since it comes
in a single variant.

Observations:

 Genteel offers higher schemes and its MRP is lower than Ezee.

[154]
 OVERVIEW OF THE FMCG PRODUCTS

GODREJ CONSUMER PRODUCTS

M.R.P(Rs.) Retail Distributor Schemes Offers

Margin Margin

Cinthol

125 gm (3 pack) 60 8% 5% 6% Buy &

win

75gm (4 pack) 52 8% 5% 6%

Godrej No.1

120 gm (4 pack) 50 10% 5% 6%

90 gm (4 pack) 40 10% 5% 6%

70 gm (4 pack) 30 10% 5% 6%

Fair Glow

125gm (4 pack) 80 8% 5%

75 gm (3 pack) 52 8% 5%

Powder Dye sachet 60 13% 5% No

Hair Creams

Renew (20 gm/80 gm) 40/50 15% 5% 6%

Colour soft 110 15% 5% 8%

Shaving Creams 18/30 10% 5% 6%

[155]
Protekt Range

Sanitizers

50gm/100gm 30/60 15% 5% 6%

250gm 159 15% 5% 6%

Cinthol Deo Spray 150 15% 5% 12%

Cinthol Talc 99 10% 5% 8% 1+1

COMPETITORS PRODUCTS
M.R.P (Rs.) Benefit

HINDUSTAN UNILEVER Limited

LUX

Purple lotus and cream

330 gm (3 pack) 52 save Rs. 7

Strawberry and cream

100 gm 18 discover a gold coin

90 gm 15

Peach and cream

440 gm (4 pack) 65 save Rs. 14

Breeze

480 gm (4 pack) 50 save Rs. 18

Pears

80 gm 27

3 pack 115 save Rs. 5

Lifebouy

480 gm (4 pack) 58 save Rs. 2

270 gm 34 save Rs.2

120 gm 15

RECKITT BENCKISER
[156]
Dettol

4 pack 65 save Rs. 7

70 gm 18

120 gm 29

ITC (INDIAN TOBACCO COMPANY)

Vivel

Young glow(4 pack) 49 Vivel Dark and black

shampoo 500 ml

Vivel deo (4 pack) 60 save Rs.12

DOY CARE
Aloe Vera

345 gm (3 pack) 57 free Soap Dish

125 gm/204 gm 24/36 respectively

JO
Jasmine 51 save Rs. 17

[157]
 SUPPLY CHAIN ANALYSIS

(CONSUMPTION OF PRODUCTS)

The market is very versatile today and we are moving from unorganised
market scenario towards the organised market. The customers are managed enough
that they require the best product at the cheaper rate . This enhances the competition
over a product by different companies whether it is a domestic or an International
company.

Looking into the demand of the consumer product in the South Delhi it has
shown a great potentiality and great demand of the products in the market. Many
companies are existing in the Delhi consumer market, from Hindustan Unilever,
Neha, Garnier, L’Oreal and some of the local brands.

All the national and international players are doing good business in the market; along
with them local manufacturers like Neha Mehendi, Jo are also doing very good
business holding a good market share along with big One. All these companies are
concentrated to the need of the consumers in Delhi market and supplying their
products among the consumers.

Local unorganized players are also holding a major portion of the market share.
Demand is very good in the market so all these local companies have been able to do
good business where big giants like HUL,ITC, Godrej exists.

On the other hand, companies fight for the maximum market and by different means
they try to penetrate into the market and try to make the most possible reach that can
be in terms of Sales Promotion, Discounts, Promotional Schemes and others.

[158]
The customer of today is divided where we have a customer of the urban area and the
other side the customer of the rural area. The needs, wants and demands of both the
customers are very much different, where on the customer of the Urban area requires
products in a lot and on the other hand the rural market customer needs things in
loose. As per the area given i.e. the area of the South Delhi.

The Supply Chain process of GODREJ CCONSUMER PRODUCTS Ltd. follows in

the order,

Plant (production unit)

RWH (Raw ware house)

CFA

Direct Distribution Super Stockists

DSR’s(Front line soldiers) ISR’s (Intrim sales representatives)

Whole sellers
and Retailers

Customers

The markets are known as the Beat and the followed beats are as follows,

New Friends Colony (NFC) Chattarpur

Madangir Malviya Nagar
Bhogal Badarpur
Okhla Ashram

[159]
 Mehrauli Sangam Vihar
Devli Mithapur
Sarita Vihar Neb Sarai
Dakshin puri Khirki
Jaitpur Jasola
Sri Niwaspuri Seikh Sarai
Ali gaon.

The beats (markets) as given above are having different kinds of points that are Whole
seller, Retailers and the Retail outlets with different kinds of customers. The
customers of the areas in villages are a little literate who ask the product by its name
but educated people in some areas ask the product with its features.

The above markets are divided into categories that are,

A-class – Malviya Nagar, NFC, Sarita Vihar, Ashram, and others where the usage of
products are on the frequent basis
B-class – Madangir, Mithapur/Jaitpur, Bhogal, Badarpur, etc.
C-class – Sangam Vihar, Khanpur, Devli, Neb Sarai, etc.

Sales as per the Cartons per month,

Products Cartons sold/week

Godrej No.1 2000

Fair Glow 150

Cinthol 150-200

Glory 2-3

Vigil 0-1

Shikakai 1-2

Ezee 15-20

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Shaving cream 8-10

Talcum 60-100

Sanitizer 2-3

Hand Wash 0 (till date)

Dyes 50

Hair Cream 5-6

ColourSoft 7-8

Nupur 20

Cinthol Deo 20-25

Cinthol Deo Spray 1-2

[161]
 FINDINGS

The availability of products plays a major factor for the sales to be increased,
the outlets where the products are placed must have all the products in its outlet which
must be visible that must attract the customer.

The coverage of the products in the markets where the whole sellers are high in
number the coverage of products are in the order of high quantity i.e. the bottle of 500
gm would be easily sold as compared to the markets where the retailers are more and
the sachets pouch would be less in demand.

The factors through which the coverage can be increased can be as follows,

 Advertisement (Media)

In today’s scenario the advertisement plays a key role in placing a

product because when a product revives in front of the customer again and
again it creates an image in the customer mind that helps in the selling of that
product.

When Dabur was on the verge of its lost, at that time Mr. Amitabh
Bacchan was appointed as the Brand Ambassador of Dabur its sales went upto
17%.

HUL pours a major portion of its revenue in advertisements in order to

get negative or positive publicity

 Schemes to the customers

[162]
 In this case the company must understand that, the product must be
tightly packed so that the customers can get the benefit.

For Example – a) In case of Cinthol Deo Spray (Big + small =

Rs. 180) but in the offer price it is of Rs. 150, the packaging is in the visible
plastic pack which can be easily opened by the retailer and instead the
customer get the benefit the retailers gets the benefit of Rs. 30.

b) The coupons in Godrej No. 1 must be made

available for the customers.

 Samples must be distributed for promotion of any new product

 Posters, Hoardings and Banners

 Retail margin should be increased a bit

The retailing can be made effective when the difference in the rates in whole seller
and retailing is less.

Example -

Distributor margin 5%

Whole Seller margin 6-7%

Semi Whole Seller margin 7.5-9%

Retailer Margin 8-10%

Customer

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The two landing rates of Godrej No.1 the retailers prefer to buy the product from
whole sellers that too loose. The four variants are Sandal, Jasmine, Lime and Natural.

I found that one distributor can be appointed in the area of Badarpur or New Friends
Colony (NFC). Because a distributor has to be appointed in the central region of its
market or from where the reach of all the beats is viable. For the appointment of the
distributor we must keep in mind that,

 What is the business coming out of those markets?

 Relations of the distributor with the Retailers and Whole sellers?

 Will the business be fruitful?

 What is the market potential of those markets?

The preference of the customers in the season is likely,

Godrej No.1 > Godrej Expert Dye > Cinthol > Fair Glow > Cinthol Talc > all other
varieties are likely to be in the same preference.

The market potential of the markets is very good and the markets are ,

Sarita Vihar, Jasola, Ali Gaon, Sangam Vihar, Badarpur, Gautam puri, Okhla,
Mithapur, Jaitpur, Ashram

The current sales of these markets on a whole is around 25-35 lakhs per month, but
it can be raised to around 45-50 lakhs per month which would be a fruitful outcome,

1. Godrej No.1 is largest selling product; the market share of Godrej No.1 is
higher than the other products and among the products.
2. Window display, posters, hangers and advertisements of HUL (Lux, Lifebouy
handwash, dettol sanitizer etc) in the market is at the large scale and the
consumers are getting attracted to it.
3. The visibility of the HUL products is more attractive because of its
promotional tools and schemes.
4. At some of the outlets all the products were not available. There complaint
was that the DSR (District sales representative) do not visit at regular
intervals.

[164]
 5. HUL is providing more facilities to their sales representatives, keeps more
margin on products which enables the representatives to push the products into
the market.

SUGGESTIONS

The company should develop a ‘Customer Care Centre’ focusing on relation

development with retail outlets. This customer care centre will try to solve the
problem faced by the retailers. The retailers can place their order directly by
Telephone in order to avoid the shortage of supply. This thing can maintain a direct
connection between company officials and retailers.

1. The display and the availability of the products should be proper and well
managed.
2. More and more advertisements should be telecasted for attracting the
consumer’s attention.
One of the Retailer spoke to me and said that,
“Bhai sahab jo dikhega wo bikega aur hum kaun hote hain jo
grahak mangega humein toh wo hi dena padega”
-Bansal Enterprises (Naveen Bansal)
3. In accordance with the BCG (Boston Consulting Group Matrix) matrix, I
would recommend the following strategies for Godrej Consumer Products Ltd.
in each category:
Dog Strategy: Either invest to earn market share or consider disinvesting.
Star Strategy: Invest profits for future growth.
Question Mark Strategy: Either invest heavily in order to push the products
to star status, or divest in order to avoid it becoming a Dog.
Cash Cow Strategy: Use profits to finance new products and growth
elsewhere.

[165]
4. Godrej Consumer Products should have more monopoly counters and key
discount outlets.
5. Company should venture into the production of hair shampoos.
6. Price and scheme information should be clear to retailer properly.
7. We should also focus on those outlets where HUL is having more market and
try to acquire by means of giving the samples, discounts, offers and a good
retail margin to increase the coverage and to help fighting the competition.
8. Company should sponsor major events.
9. Incentive should be given on each new outlet included by the market
developer. This will motivate them (M.D.) to include new outlets at their
route.
10. The company must organize the meetings with the distributors as well as the
people of key outlets.
11. When the salesman is on its visit it must have at least one product with a
pamphlet of all other products in his hand with the logo of the company on its
T-Shirt.
12. Separate schemes or offers should be given at regular intervals to create a new
demand for the products.
13. Separate shelves should be there for the Godrej Consumer Products.
14. The production of the products should be up to mark to avoid any shortage in
supply.
15. Proper communication and co-ordination with the retail outlets is mandatory.
16. Company should venture into the production of hair shampoos.
17. The brand Godrej Consumer Products can improve its market share more by
focusing on the ‘after sales services’.
18. We should develop a ‘customer care centre’ focusing on relation
development with retail outlets.
19. We should focus on those outlets where HUL is having more market.
20. Conduct consumer focused marketing programs which includes new
promotion schemes, discounts, events, packaging etc.

[166]
 LIMITATIONS

1. Convincing people
The market of South Delhi is very complex and most of here are
villages where much of the people do not understand easily what I wanted
them to convey. Very few people have knowledge about all the products of
Godrej Consumer Products, so that was a very mind boggling task to create
awareness in each and every customer. But that seems to a good experience
because it enhances my knowledge.

2. Time Constraints
The days were not sufficient enough to study the market complexity
and to formulate strategy. Most of the whole sellers as well as the retailers
take a rest at the afternoon time i.e. 2:00 p.m.- 4:00 p.m. which was a matter of
concern. Though, I tried my best to complete assigned work effectively.

3. Distributor and Officials Meet

There were various issues/problems between Company and Distributor
which I had to take in account for the better functioning to complete the
project.

4. Problems related to the Construction.

Due to the Construction of fly over’s and DMRC (Metro Rail), the
outlets adjacent to the roads were closed

[167]
 LEARNING’S

No doubt that a field work or training can change one’s attitude and behaviour. In
between training course I have come to recognize my own potential and skills taking into
mind my dreams. Which has given me a right platform to make my career in corporate
sector, there I can utilize my skills and knowledge in a better way.

 Planning and organizing: Planning about the given task and complete it within
the time boundary and try to put optimum utilization of available resources in the
work.
 Customer Focus: Understanding the customer focus planning and respond them
appropriate and satisfactory answer for making long term relationship with them.
 Negotiations: How to build internal commitment and external credibility, through
effective negation and suitable influencing styles based on a clear understanding
of organizational decision making dynamics.
 Team effectiveness: Ability to lead the team members and ability to get the work
done from them.
 Personality Development: Working under the guidance of Mr. Bhavneet
Khurana has been a rewarding experience threw picking up some charismatic
points from his personality I tried to put on the customers. It enhances my
presentations skills.
 Achievement Orientation: Ambition to achieve the target within the given period
enhances my capability and helps in to overcome obstacles and give outstanding
result or outcomes.
 Corporate Exposure: The achievements which I got from this training, will be
helpful in my professional life by this I learnt how I can do smart work with
minimum efforts.
[168]
  I got a project which gave me the opportunity to meet the various people in the
corporate world. I could understand the working culture of corporate. Before this I
never visited such big organizations.
 Making plan for the next day and finding the concern department and person
allowed me to increase my communication ability, written as well as verbal.
 During my summer training I have learned much more about customer behaviour.
It’s a practical experience, which will be beneficial in my near professional life.

BIBLIOGRAPHY
List of references for the purpose of completing this Project are as given below;

TEXT-BOOKS

o KOTLER Philip, Marketing Management, Millenium Edition (Tenth

Edition),
United States Of America, Prentice-Hall, Inc. (2000)
Page No’s referred – 1-5, 7-10, 12-17

o RAMASWAMY V S and NAMAKUMARI S, Marketing Management

Planning, Implementation & Control Global Perspective Indian Context (Third
Edition),
Delhi, MacMillan India Limited (2007)
Page No’s referred – 19-28, 37-52, 152-160, 511,524, 562

o BOYD Harper W., Marketing Research Text and Cases (Seventh Edition),
Delhi, All India Traveller Bookseller (2007)
Page No’s referred - 127,130,136,321,407

INTERNET SITES

Primary References ;

o www.godrej.com, The Godrej Group, Consumer Products, AgroVet, Infotec,

Godrej Industries, Godrej And Boyce Ltd., CSR, Code Of Conduct, Board Of
Directors, Management Team,
Godrej.com, 8th May 2010, 24th May 2010,10th June 2010, 12h June 2010, 15th
June 2010, 24th June 2010, 1st July 2010, 5th July 2010,10th July 2010

[169]
o www.fmcgindia.ac.in, Fast moving consumer goods,
S.K. Mehta (Parsoli Corporation), 11th May 2010, 17th June 2010, 20th June
2010, 4th July 2010,9th July 2010

o www.slideshare.net, Corporate Social Responsibility Policy of Godrej, CSR

Activities of Godrej,
Deepak V. Doddamani (deepbaazigar@gmail.com), 24th June 2010, 4th July
2010

o www.wikipdia.org, Godrej Group, Organisation Timeline, Awards,

Achievements
Wikimedia Project, 24th June 2010

Secondary References ;

o www.naukrihub.com, Economic Reforms in the FMCG sector

John Mathews, 21st May 2010, 30th May 2010, 28th June 2010

o www.fmcg-marketing.blogspot.com, PEST Analysis, SWOT Analysis

Prahlad(Peggy) Krishnamurthi, 13 t h July 2010

o www.services.indiabizclub.com, Growth Prospects, Scope of FMCG Sector

Dr. Vijay Khosla, 11th May 2010, 13th May 2010, 18th June 2010, 11th July
2010

o www.economictimes.indiatimes.com, Union Budget 2010-Consumer

Products, Sara Lee, Godrej group, FMCG player, GPCL, Godrej Household
Products, Adi Godrej Group
Kala Vijayraghavan & Maulik Vyas, 23rd May 2010, 13th July 2010

NEWSPAPERS
o The Economic Times,

 Godrej Sells brand Ambi Pur for € 40 m (Three way Deal Involves
Sara Lee And P& G Too)
Kala Vijayraghavan & Maulik Vyas, 13th July 2010

 Godrej Consumer Products Remains an attractive buy,

Kiran Kabtta Somvanshi, 19th April 2010

 Godrej Consumer Products acquires Indonesia’s Megasari Group,

ET Team, 17th May 2010

 Godrej Consumer looks to raise $125 mn via PE: Sources,

Reuters, 11th May 2010

[170]
 MAGAZINES

o 4P’s BUSINESS and MARKETING, Marketing Tactics, Properties New

Pasha –Adi Godrej
Erwann Thomassain, 1st -15th October 2009

o BUSINESS TODAY, Best Companies to work for 2010

TV Today Team, 25th June 2010

ANNEXURE
FMCG INDUSTRY REVENUE GROWTH

Hindustan Unilever's (HUL) 4.6%

Godrej Consumer's (GCPL) 4.6%
Dabur's 19%

Hindustan Unilever’s (HUL) 10% in hair oils

32% in shampoo
Dabur 25% oral care
10% home care

Colgate-Palmolive (India) 50% in oral care

Marico's(Parachute) 8% Volume Growth (46% market share)

The effective sales of GODREJ CONSUMER PRODUCT in the beats were as

follows,

Beat Sales/Week

Madangir (Whole seller/ Retailer)

1,00,000 / 75,000

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 New Friends Colony (NFC) 45,000

Malviya Nagar 35,000-40,000

Neb Sarai 25,000

Mehrauli 50,000-60,000

Dakshinpuri 20,000

Badarpur 95,000

Devli 40,000

Khirki 15,000

Sarita Vihar 45,000

Sangam Vihar 25,000

Ali gaon / Gautam Puri 40,000

Okhla 55,000

Seikh Sarai 35,000

Mithapur / Jaitpur 1,20,000

Jasola 40,000

Chattarpur 30,000

Ashram 35,000

Some of the outlets where I conducted my research were,

BADARPUR NEW FRIENDS COLONY

Anees Trading Company Garg Agency

Jindal Store Tayal Store

Khandelwal Store Agarwal and Company

Arjun Store Jaspal Medicos

[172]
 Jain General Store Ratan Store

Trilok Chand Store A.D. Store

SANGAM VIHAR NEB SARAI

Chhabra Softy Corner Goyal Super Store

Sunny Chemist Bhagwati Medicos

Sanjivini Sanjay Store

T.K. Bazar Anchal Store

Bansal Enterprises Chirangi Lal

Rajput Store Radhey Shayam Traders

Punjab Traders Bhatt Store

ALI GAON SARITA VIHAR

Sabnem Cosmetics and Gift House Om Atta Chaki

B.K. Enterprises Modern Store

Goyal Cosmetics Haryana Store

Singla Store Sunil Provision Store

S.T. Mary’s Store Balaji (Raju) Store

Ram Niwas Store Ilka Store

Singhal Store Aggarwal Store

Pack Shots of the Products of GODREJ CONSUMER PRODUCTS Ltd.,

[173]
Cinthol

Godrej No.1 Range

[174]
Other Soaps

Cinthol Deo Spray

Cinthol Talc

Expert Powders Hair Colours Expert Liquid Hair Colours

[175]
Renew Cream Hair Colour Colour Soft

Renew Powder Hair Colour

Nupur Mehendi / Kali Mehendi Kesh Kala Oil /Anoop Hair Oil

Shaving Cream / Shaving Soaps Snuggy Baby Diapers

[176]
Protekt Range

Sanitizers Handwash Hand Hygiene Wipes

Ezee Godrej Dish wash

[177]