...Evolution of a Family Business - Godrej Group Case Study Submitted by (Section C- Group 4): Abhishek Kumar(PGP11/129) Balaji Manohar(PGP11/140) Karthik Kumar(PGP11/151) Prashant Gangwal (PGP11/162) Santosh(PGP11/173) Supriya(PGP11/184) Group Assignment – Organizational Behavior II – IIMK Introduction ........................................................................................................................................................................ 4 Executive Summary ......................................................................................................................................................... 5 Overview of the Godrej Group ................................................................................................................................... 7 Organizational Structure .............................................................................................................................................. 7 Godrej Group Companies ........................................................................................................................................ 8 Competition .................................................................................................................................................................... 9 Family Business Model .......................................................................................................................................... 10 Key Success...
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...GODREJ CONSUMER PRODCTS Ltd. Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centres. Their 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 around 500 million Indians every single day. Their customers mean the world to them. With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri-care, to name a few, their turnover crosses 3.3 billion dollars (as on 31st March, 2012). You think of Godrej as such an integral part of India – like the bhangara or the kurta – that you may be surprised to know that 26% of our business is done overseas. Their presence in more than 60 countries ensures that their customers are at home with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and the promise of brighter living for every customer, Godrej knows what makes India tick today. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Their brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, aer, Hit, Fairglow, Ezee and Protekt are household names across...
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...Godrej Group Introduction about the Company: Godrej Group Type of the Company: Private Industry: Conglomerate Founded: 1897 Founders: Ardeshir Godrej Pirojsha Godrej Headquarters: Mumbai, Maharashthra, India Area served: Worldwide Key People: Adi Godrej (Chairman) Products: Real Estate, FMCG, Industrial Engineering, Electronic Appliances, Furniture, Security and Agri-care Revenue: Rs 1833 crore Employees: More than 18000 Subsidiaries: GCPL, Godrej Infotech Ltd, Godrej Industries Ltd, Godrej Properties, Godrej Agrovet Website: www.godrej.com Introduction to Corporate: Godrej Group consists of 2 corporate entities: 1. Godrej Consumer Products 2. Godrej Industries Godrej Industries Ltd. (GIL) is India’s leading manufacturer of oleo-chemicals and makes more than a hundred chemicals for use in over two dozen industries. It also has a major presence in food products such as refined oil and tetra pack fruit beverages. Besides, it operates businesses in medical diagnostics and real estate. Besides its three businesses, Godrej Industries also runs 4 divisions- Corporate Finance, Corporate HR, Corporate Audit and Assurance and Research & 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...
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...SYNOPSIS The SIP titled, To study The Market Share of Godrej in providing Conferencing Solutions with other Companies in BHOPAL’. The main objective of the study was to know how the of Godrej sale perceive in Bhopal City. Customers are satisfied with the services provided by Godrej and also to identify the factors affecting the preferences of the customers. The other objective of this report is to know the needs and wants, buying behavior of the customers toward their products. As a part of my study I covered most of the Area in Govindpura Industrial area. There are 50 Dealers which are surveyed by me in a given time of period of 45 Days. The sampling technique used for this study was simple random sampling and the sample size was 50. The tool which I used to analysis the data was simple average method and the data’s where put in tabular form as well as in chart form also. In that manner we prepared a questionnaire of 17 questions which reflects all the aspects of our report. Executive Summary The project deals with finding out the demand and trend of Godrej’s Conferencing solutions in Bhopal. The project was limited to corporate offices only. The project focused in answering 6 basic questions. ❖ Overall demand of Conferencing solutions. ❖ Godrej’s current market share in this segment. ❖ Strengths and weakness of Godrej Conferencing solutions. ❖ Resolve, what factors Godrej Prima division needs to ponder on to increase its market share...
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...Topic : H.R Policy of Godrej Ltd. Submitted to :- Submitted by :- Introduction Godrej Properties Limited is one of the leading real estate development companies in India, based in Mumbai. The company is a fully integrated real estate development company, involved in all activities associated with the development of residential and commercial real estate. It undertakes its projects through its in-house team of professionals and by partnering with companies with domestic and international operations. The company has real estate development projects in 10 cities in India, which are at various stages of development. Its business focuses on residential, commercial and township developments. The residential portfolio of the company consists of various types of accommodation of varying sizes. In its commercial portfolio, it builds office space catering to blue-chip Indian and international companies, IT parks catering to the requirements of IT/ITES companies and retail space. The company's township portfolio includes integrated townships consisting of residential and commercial developments. The company entered into its first project in 1991. It initially concentrated its operations in Mumbai and later expanded to cities such as Pune, Bengaluru, Kolkata, Hyderabad, Ahmedabad, Mangalore, Chandigarh, Chennai and Kochi. As of October 15, 2009, it had completed a total of 23 projects comprising 16 residential and seven commercial projects. Its parent...
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...Objective of the study * Need of the study * Significance of the study * Limitations * Review of literature Introduction to the study. Godrej pioneered the refrigerator industry in India in 1958 – in fact, it was the first Indian company to manufacture refrigerators. Over the next few decades, the company garnered a lion's share of the market on the back of its demonstrable reliability and performance. Supported by a philosophy of innovation, Godrej launched refrigerators with Poly Urethane Foam (PUF) in 1989, which went on to become an industry benchmark. Market expansion and competition from foreign brands in the 1990s only helped to invigorate it and once again brought to the fore its pioneering spirit. Godrej Refrigerators met these challenges with its own product development. In 1996, it unveiled the first-of-its kind refrigerator model in India, the 260-litre deep door refrigerator; it followed this in 1998 with the roll out of a 400-litre refrigerator in the frost-free range.This was, at the time, the largest refrigerator ever to be manufactured in India. Godrej raised the bar yet again in 2001 with the launch of the all-new Pentacool range. With its 5-side cooling, these refrigerators were generations ahead of several brands in technology. The spate of innovations continued with the launch of Godrej Eon in 2006 – once again setting new benchmarks in the cooling space. Having more than held its own against global competition the company is today, set...
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...Solutions to case study GODREJ CHOTUKOOL: A COOLING SOLUTION FOR MASS MARKETS ANSWER 1.For Chotukool to succeed following factors should be there: (i) Product utility: Channelizing on the ability of product to satisfy the demand of different users like roadside kiosks, wayside grocery stores and flower vendors will help for the success of product in long term. (ii) Pricing: With price about half of an entry level refrigerator, Chotukool creates a new product category, with a targeted value proposition that serves a new segment of customers. So, for the product to succeed the target segment must be convinced to pay the price for the product i.e. customers who are aspirational should find the pricing reasonable. (iii) Promotion of features: The product satisfies the need of rural population due to its affordability, non dependency on electricity and its availability in less than 100l segment, Chotukool is well suited for rural customers. Thus making the target customer aware of these different product aspects will lead to huge demand from the untapped market. (iv) Proper distribution model: Deeper penetration will be achieved by the companies community distribution model incorporating help of NGOs and self help groups. ANSWER 2. Criteria for evaluating strategy of launching Chotukool: a. Income of target group: With the product being very price sensitive Godrej must choose the target market keeping in mind the falling number of consumers in destitute and...
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...training and development initiatives of the Godrej group since the late 1990s. In the late 1990s, the Godrej group initiated various training and development programs such as the TQM workshops, 'Parivartan', EVA training, GALLOP, Spark, e-Gyan, English language training, and BPO training. The case explains each of these programs in detail and the benefits that the group reaped from all these initiatives. The case ends with the shortcomings in Godrej's training and development initiatives. Issues: » Understand the training and development initiatives in a large organization » Understand how an organization responds to change and manages change » Understand the role of the HR department in managing change in an organization » Understand how the top management in an organization facilitates the process of change » Understand what constitutes a learning organization. » Understand the limitations of training and development initiatives in driving change Contents: Page No. Introduction Background Note Total Quality Management (TQM) Workshops 4 'Parivartan' Economic Value Added (EVA) Training 4 GALLOP Spark E-Gyan Criticisms Key Words: Godrej Industries Ltd, Adi Godrej, Personalitree Academy Ltd., Training and Development, Godrej Soaps Ltd. (GSL), Proctor and Gamble (P&G), Total Quality Management (TQM), Godrej Group, Young Entrepreneurs Board (YEB), E-gyan, Godrej Foods Ltd, P&G-Godrej Ltd, Godrej Consumer Products Ltd., 'Parivartan' and Economic...
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...8 A CPP Report TITLED ‘GODREJ FOOD LTD’ For fulfilling the requirement of the award of degree of BBA Subject: CPP (IMS-206) Under the supervision of Dr. RAJAN SHARMA Assistant professor Submitted to: - Submitted by:- The Director RAVINDER SINGH MBA 5 Year 3rdSeM Roll No. 12 Registration No.14UIM6 Institute of Management Studies Kurukshetra University Kurukshetra Sept.2015 DECLARATION I, Ravindersingh hereby declare that I have completed the report entitled assigned to me by the Institute, to be submitted in the partial fulfillment of the MBA 5 Year Degree from Kurukshetra University. Further, I declared that this is original work done by me and the information provided in the study is authentic to the best of my knowledge and belief. Signature RAVINDER SINGH ACKNOWLEDGEMENT In this project, I have made an honest and dedicated attempt to make the Project Report so easy to understand for a person who is willing to get knowledge about the ‘HOMESHOP18’. I am deeply indebted to my esteemed teacher & our chairman Prof. , K.U.K., because he gave me opportunity of making project report. I am also thankful to my lecturer as well as my supervisor (Guide) Dr. RAJAN SHARMA...
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...Brighter Horizons Godrej Consumer Products Limited Annual Report 2010-11 Contents Performance Highlights Board of Directors Chairman’s Address Managing Director’s Address Management Discussion and Analysis Corporate Governance Economic Value Added Director’s Report and Annexures Financials Consolidated Financials Subsidiary Information u/s 212 Notice of AGM 4 6 8 10 12 29 51 53 65 111 145 147 1 Vision “We are dedicated to Deliver Superior Stakeholder Value by providing solutions to existing and emerging consumer needs in the Household & Personal Care Business. We will achieve this through Enduring Trust and Relentless Innovation delivered with Passion and Entrepreneurial Spirit.” 2 Our Promises Enduring Trust Deliver Superior Stakeholder Value Entrepreneurial Spirit Passion Relentless Innovation 3 Performance highlights 4000 3643.0 3500 3000 2500 2041.2 2000 1500 1000 500 0 470.1 489.6 562.7 953.2 699.7 1393.0 1102.6 400 300 200 100 81.8 0 88.4 106.9 150.0 182.3 218.5 247.3 700 600 500 400 454.6 300 200 121.3 100 0 89.6 53.3 54.9 172.6 144.0 159.2 339.6 800 713.6 500 600 514.7 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 2000 1725.1 1500 4000 3500 3000 2500 3730.6 350 300 250 216.1 200 323.3 1000 571.5 500 171.6 78.7 122.0 954.7 2000 150 1500 1000 500 68.0 74.2 0 63.9 154.0 303...
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...to a sophisticated hair colouring product with nourishing, conditioning and volumizing properties that promise healthy and shining hair. * Even though Godrej reigns the powder form of hair colour through its following variants- Godrej Expert Original, Godrej Expert Advanced and Godrej Expert Care. There is still a prevalent market perception that Godrej is meant for men in the age bracket crossing forty who are looking to cover greys. * The urban population also perceives Godrej as a rural brand and also contingency brand as they provide sachets and no variations in their packaging. The brand ambassadors are restricted to daily soap actors like Ram Kapoor. * Entrants like L’Oreal, Shwarzkopf and Wella have come out with crème based combo offerings through their inbuilt conditioners and shampoos likewise huge plethora of shades. * Moreover they portray themselves as an aesthetic and style making provision in the market of hair colour. * Godrej on the other hand focusses on price even though an average Indian consumer is more than willing to spend due to increasing disposable incomes coupled with changing aspirations. The consumer today can spend from 60 to 79 rupees on an average on hair colour. Even still Godrej is pricing its offering at a nominal 59 rupees for its highest offering. * Godrej has restricted its segmentation and thus even though having a high market share they should extend to coming down to a a lower age segment in terms of demographics...
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...increased its market share from 5.2% to 7.3% in the period. Players Brand | Company | Onida | Mirc electronics Limited | Videocon | Videocon International Limited | LG | LG Electronics India Limited | Samsung | Samsung India Electronics Limited | Whirlpool | Whirlpool of India Limited | Godrej | Godrej and Boyce Mfg. Co. Limited | Voltas | Voltas Limited | Electrolux | Electrolux Kelvinator | Blue Star | Blue Star India Limited | Daikin | Daikin Industries Limited | Past Market Share Name of the Company | 2002-03 | 2005-06 | 2007-08 | Blue Star | 14.53 | 16.51 | 17.98 | Voltas | 12.12 | 11.95 | 14.11 | L G Electronics India Pvt. | 13.54 | 18.85 | 13.2 | Samsung India Electronics Pvt. | 3.93 | 7.01 | 6.88 | 2. Washing Machine The Indian washing machine market continues its high growth trajectory, albeit the annual growth rate has come down from 38 percent in FY 2010 to 24 percent in FY 2011. The total market of washing machines in FY 2011 was 4.7 million units. The market is dominated by four players - LG, Samsung, Videocon group, and Whirlpool - with a combined share of 74.6 percent. This is a drop by 4.55 percent from last year. Godrej and Onida...
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...SGMT 6240 Individual Assignment 1 Case Study on the Joint Venture between P&G and Godrej Soaps Student No.: 212439261 Date: January 28, 2014 Case Overview In 1992, in order to make a quick entry into Indian market, America giant P&G set up a joint venture (“JV”) with an Indian local manufacturer Godrej Soap. The high-profile JV only lasted four years and was bought out by P&G in 1996. The breaking-up was caused by several reasons including differences in strategy, expectations, management style, and the changes of environment. Analysis on the Alliance (Motivation-Why, Partner-Who, and Form-How?) * Motivation - At the time, an alliance proved to be the best option for both parties, because: * It helped both parties to gain greater market power in a quicker and cheaper way. P&G at that time was trying to enter into Indian market, but its local resources, brand awareness and market share in Indian were unable to support that strategy. So finding a partner and leveraging its existing capacity to make a quick entry seemed to be the best option for P&G at that point. On the other hand, Godrej, the second largest soap producer, who had already built its brand and distribution network in Indian, was hoping to broaden its product range and extend to international market. Given the risks and uncertainties it might face when going international, partnering with a multinational giant was a less risky way. * The alliance combined complementary...
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...close substitutes for one another. India being an emerging market for hair colour products and with the introduction of several foreign brands such as L’Oreal, Wella, Schwarzkopf, etc along with some indigenous brands, the Indian hair colour market constitutes a differentiated oligopoly market where one can find products ranging from Godrej and Black Rose kali mehndi to L’Oreal professional series varying in terms of quality, features, styling, product price and customer satisfaction. OBJECTIVES 1. To identify and enlist the various interlinked and potential competitors in the Indian hair colour industry. 2. To analyse and evaluate the various competitive strategies being adopted by the competitors. 3. To determine the effectiveness of the adopted competitive strategies via consumer responses. History Godrej was one of the early pioneers in the hair colourants category. It launched its first hair colour brand – Godrej Liquid Hair Dye – in the 1970s. Used in those days with some degree of hesitation, it did become a category leader and laid the foundation for the market-to-come. In keeping with market developments, Godrej added to its portfolio in 1981 by developing and launching a hair dye in powder form.While this...
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...CLBS-004 Cavinkare’s Innovative Marketing Strategies CavinKare’s Fairever fairness cream, with the USP of ‘a fairness cream with saffron’ op y acquired a 15% share, and F&L’s share fell from 93% (in 1998) to 76%. Within a year of its launch, Godrej’s FairGlow cream became the third largest fairness cream brand, with a 4% share in the Rs. 6 billion fairness cream market in India. The other players, including J.L. Morrison’s Nivea Visage fairness cream and Emami Group’s Emami Naturally Fair cream, had the remaining 5% share. During 2000-01, with tC major players entering the market, the existing products were promoted with renewed vigor through price reductions, extra volumes, etc. Many products were marketed aggressively. While Fair & Lovely (F&L) advertisements projected fairness No comparable to the moon’s silvery glow, FairGlow offered the added benefit of a blemish-free complexion. Fairever, which sold at a higher price, did not initiate any promotional activities. B. Nandakumar, President (Marketing) CavinKare, explained, “We will not tailor our product to the competition. We’ll do so for the consumer. Freebies are not the only Do way to garner sales.” However, analysts believed that CavinKare did not undertake any promotional activities due to lack of financial muscle. CavinKare’s Fairever was available only in tubes of 25gm and 50gm, and was also priced higher than its competitor’s products. A 25gm Fairever tube was priced at Rs...
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