Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
GDP CONTRIBUTION
6%
Agriculture
Real estate
15%
Banking
22%
IT Industry
13%
Transportation
Chemical
8%
Textile
10%
4%
7%
8%
Machinery
Retail
9%
Tourism
SOURCE-LISTDOSE.COM
As a % of
grand total
(A) + (B) +
(C)
Number
% of Total
shares held
As a % of
grand total
(A) + (B) + (C)
1,968,000
0.38
49,148,844
9.58
4,372,166
0.85
1,968,000
0.38
3
4
187,600
0.03
3,584,910
0.7
8,906,086
1.74
6,500,000
1.27
261,716
0.05
10
2,076,592
0.41
11
51,900
0.01
12
Harvadan
42,300
0.01
13
4,811,630
0.94
14
40,368
15
2,901,606
0.57
16
3,615,126
0.71
17
Jimeet D Sanghavi
91,900
0.02
18
6,664,334
1.31
19
821,934
0.16
20
3,385,410
0.66
21
Madhukar Balvantrayparekh
56,977,568
11.11
22
9,360,992
1.83
23
161,600
0.03
24
200,000
0.04
25
3,512,120
0.69
26
54,332,178
10.59
27
80,166
0.02
28
Pareet D Sanghavi
95,600
0.02
29
1,039,208
0.2
30
800,000
0.16
31
2,357,378
0.46
32
42,608,636
8.31
33
40,000
0.01
34
26,074,280
5.09
35
12,207,634
2.38
24,630,038
4.8
1,382,628
0.27
796,700
0.16
1,276,510
0.25
40
7,614,916
1.49
41
11,462,186
2.24
42
463,040
0.09
358,873,800
70
36
37
38
39
Total
Source-MONEY
CONTROL.COM
SNAPSHOT
Pidilite Products
The product range of Pidilite includes Adhesives and
Sealants, Construction and Paint Chemicals, Art
Materials, Industrial and Textile resins and Organic
Pigments, Synthetic Organic Pigments and Industrial
Organic Pigments and Preparations.
Pidilite Adhesive Products
Textile Adhesives
Fevitite Adhesives
Fevicol Adhesive
Competitor Analysis
GODREJ INDS
BASF INDIA
LINDE INDIA
PIDILITE
Historical Growth
SWOT Analysis
SWOT Analysis
1. The advertising and marketing of Pidilite has been very strong,
especially the Fevicol ads have become a viral hit among the masses.
2. The name Fevicol has become synonymous with adhesives and has
almost become a generic for anything that sticks. This also has helped
other brands of Pidilite such as Fevistik, Fevikwik, etc. in their sales.
3. Fevicol and M-seal alone account for more than 50% of the total
revenue of Pidilite, which eases the pressure on the sales of other
brands and businesses.
4. Brand recall and value are extremely strong for Pidilite and have
become the star attraction for many television commercials.
5. Fevicol ads have also won accolades and awards at major advertising
award festivals and shows.
Strength
Weakness
Opportunity
Threats
STP
STP
Segment
Target Group
Positioning
MARKET PLANNING
1) Market strategy for other brands become centric to successful
brands.
3878.24
3331.69
3194.03
2013
2012
2014
2
YEAR
3
3
Rangeela Tempera
Rangeela Tempera Colors launched an on-pack promotion & TV campaign with popular
cartoon character Chhota
Bheem. The winners of the slogan contest got an opportunity to meet & interact with
ChhotaBheem at live events in 6 cities.
Organization Structure
Traveling
o Undertake regular travel to all branches to understand employee issues
and escalate unresolved issues.
Assist CEOs/Presidents in:
o Manpower Planning & Budgeting for the Division / Function.
o Ensuring that each employee in the Division is given a proper R & R/ KRA /
KPI
o Driving Corporate initiatives (employee engagement initiatives ) in the Div
/ Function
Exit Analysis on Exit analysis for all employees up to Regional Sales
Manager & equivalent level at Head Office.
Regularly co-ordinate for all HR related activities of the Division with
Corporate HR
Organization culture
Brand Name78%
Learning & Development57%
Career Growth Opportunities48%
Relationship Management54%
Initiative42%
Leadership42%
GWP CONTRIBUTION
Bargaining Power of Buyers
Threat of Substitutes
Moderate and Will Remain
Weak and Will Remain Weak
Moderate
Buyers tend to need specific
chemicals as inputs
Chemicals are important inputs
There really are no similar
to many industries Industry Rivalry
substitutes for chemicals
Those in chemical industry have
many end-customers;High
dontand
relyIncreasing
Even if another chemical can be
Large number of competitors all used, it is most likely produced by
on one customer
for market share
The products (chemicals) arecompeting
not
the same Industry Players.
All are global competitors little room for
greatly differentiated
expansion
Usually purchased through long
term contracts, so switching All benefiting from economies of scale, so
competing on price
Little differentiation among current players
High fixed costs, and high exit costs
Chart Title
CHEMICAL INDUSTRIES
TEXTILE INDUSTRIES
3%
8%
89%
CONCLUSION
OTHERS
After overall research and preparation of the project I found that the
Pidilite has strong brands, a wide distribution network and an excellent
reputation amongst users of its products. Apart from the household segment,
the product enjoys a loyal following among service provider like carpenters,
plumbers and mechanics. Pidilite has a history of acquiring brands at
reasonable valuations and growing them steadily.Pedilite has shown steady
growth in last 5 years with sales and profits growing at a CAGR of 12%and
19% respectively. This performance has been spearheaded by the companys
sharp focus on the consumer segment where it enjoys strong pricing power
BIBLIOGRAPHY
WEB SITES
ACE ANALYZER
MONEY CONTROL
TIMES OF INDIA
IBEF.ORG
MBASKOOL.COM
NAUKRI.COM
FUNDOODATA.COM
LISTDOSE.COM
PIDILITE.COM
QUOTES.WSJ.COM
BOOKS
BCG MATRIX
PLC
ABOUT PEDILITE
Pidilite Industries
Parent Company
Category
Sector
Industrial Products
Tagline/ Slogan
Building Bonds
USP
Name/Title
Madhukar Balvantray
Parekh, 70Executive Chairman &
Managing Director
Narendrakumar Kalyan
Parekh, 76Joint Managing Director
& Executive Director
Bansidhar Sunderlal
Mehta, 79Independent NonExecutive Director
Ranjan Mohanlal
Kapur, 72Independent NonExecutive Director
Apurva Narendrakumar
Parekh, 43Executive Director
Yash Paul
Mahajan, 77Independent NonExecutive Director
Ajay Balvantray
Parekh, 47Executive Director
Narendra Jamnadas
Jhaveri, 79Independent NonExecutive Director
Uday Chander
Khanna, 64Director
All Executives
Revenue+18.88%
Net Income+12.48%
Capital Spending+23.83%
Gross Margin+31.66%
Cash Flow-6.09%
Working capital
required
CURRENT ASEET-CURRENT
LIABILITY
2014
2013
14371.2
8
7792.04
12789.8
5
7834.82
6579.28
4955.03
DEBT
EQUITY
RATIO
LONG TERM DEBT/SHARE
HOLDER FUND
2014
77/20395.15=0
.003:1
2013
602/17325=0.
034:1
NAME-VIVEK KUMAR
PGDM 11
ROLL No.DM14B54
Introduction
This is the stage in which a new product is first made available in the market. In the
introduction stage, customers are few, competition is less, sales are low, risk is high
and profits are low or nil. There are heavy distribution and promotion expenses. This
stage is full of risks and uncertainties. Prices are also high because(1) costs are high
due to low level of output.(2) technological problems in production may not have been
solved, and(3) high profit margins are required to support the heavy promotion
expenditure. the product at the introduction stage requires high activity in promotion.
Growth
If the product is popular with consumers, then sales will start to rise. It may be a rapid growth or a
slower one. Rapid growths that fall away just as quick are called 'Fads'. That process is known as
Growth.
Advertising is often still heavy at this point.
Maturity
Once the product is well established and consumers are satisfied, then the product is widely
accepted and growth slows down. Before long, however, a successful product in this phase will
come under pressure from competitors. The producer will have to start spending again in order to
defend the product's market position or introduce extension strategies.
It may only be in the Maturity stage where companies will receive a return on their original
expenditure and investment due to potentially high start up and development costs.
Decline
Sooner or later sales fall due to changes in consumer tastes or new choices available from
competitor's products.
Again, extension strategies may be open to the company to keep the product alive. The product
can be declined if there is no proper growth and the later stage which has been discussed above.
Use in Marketing
The product life cycle is an important concept in marketing. It includes stages that a product goes
through from when it was first thought of until it is eliminated from the industry, at the end of its life.
Not all products reach this final stage. Some continue to grow and others rise and fall.