17 wall paints
TRANSCRIPT
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PREFACE
Marketing should not be looked upon in a vacuum or in isolation. It is an
essence taking a view of the whole business organization and its ultimate objective
concern for marketing must penetrate all areas of the enterprise. Market survey in
todays competitive world is a must for every organization.
This project is a study of market potential of Wallpaints. The rational behind
this particular study is to find out the present market scenario of various brands &
to find out the corporate need and perception. It was a pleasurable experience to
conduct a research on behalf of Wallpaints pertaining to the study of the Wallpaints
Sector.
Conclusion and there by recommendation has been arrived at by proper and
justified interpretation of the result derived from the above said analytical tools and
techniques.
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ACKNOWLEDGEMENT
Preparing a project of this nature is an arduous task and I was fortunate enough to
get support from a large number o persons. I wish to express my deep sense of gratitude to
all those who generously helped in successful completion of this report by sharing their
invaluable time and knowledge.
It is my proud and previledge to express my deep regards to Respected Principal
Sir Dr.J.P.N. Pandey , Head of Department Dr. Anand Tiwari , Mrs. Shikha Urmil Khan
and Miss Deepti Patel Department of Business Management , Govt. Autonomous Girls
P.G. College of Excellence Sagar for allowing me to undertake this project.
I feel extremely exhilarated to have completed this project under the able and
inspiring guidance of Miss. Deepti Patel she rendered me all possible help me guidance
while reviewing the manuscript in finalising the report.
I also extend my deep regards to my teachers , family members , friends and all
those whose encouragement has infused courage in me to complete to work successfully.
(NARGIS KUSHWAHA)B.B.A IInd Semester
IInd Batch
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DELCLARATION BY THE CANDIDATE
Date :
I declare that the project report titled " WALL PAINTS " on Market Segmentation
is nay own work conducted under the supervision of Miss.Deepti Patel Department of
Business Management Govt. Girls P.G. College of Excellence Sagar. To the best of my
knowledge the report does not contain any work , which has been submitted for the award
of any degree , anywhere.
(NARGIS KUSHWAHA)
B.B.A IInd Semester
IInd Batch
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CERTIFICATE
The project report titled "WALL PAINTS " been prepared by Miss. Nargis
Kushwaha BBA IInd Semester , IInd Batch under the guidance and supervision of Miss.
Deepti Patel for the partial fulfillment of the Degree of B.B.A.
Signature of the Signature of the Signature of the
Supervisor Head of the Department Examiner
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CONTENTS
TOPIC TITLE
1. Preface
2.Acknowledgement
3. Declaration of the Candidate
4. Certificate
5. Introduction
6.
7.
8.
9.
10
11
12 Limitations
13 Suggestions & Recommendations
14 Conclusion
15 Bibliography
16 Questionaire
INTRODUCTION
A major focus of channel of distribution is delivery. It is only through
distribution that public and private goods and services can be made available for use or
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consumption. Producers of such gods and services are individually cWallpaints able of
generation only the form or structural utility for their products and services. They can
organize their production cWallpaints abilities in such a way that the products they have
developed can, in fact, be seen, analyzed and sold in the market. The emergence and
arrangement of a wide variety of distribution oriented institutions and agencies, typically
called intermediaries because they stand between production on the one hand and
consumption.
Intermediaries can improve the efficiency n the other, can be explained in
the following terms: of the process.
They help in the proper arrangement of routes of transactions.
They help in the searching process.
They help in the sorting process.
Marketing channels are set of interdependent organizations involved in the process
of making a product of service available for use or consumption.
According to American Marketing Association, A Channel of distribution, or
marketing channel, is the structure of intra-company organization units and extra-
company agents and dealers, wholesale and retail through which is a commodity,
product or service is marketed.
According to Phillip Kotler, Every producer seeks to link together the set of
marketing intermediaries that best. Fulfill the firms objectives. This set of
marketing intermediaries is called the marketing channel (also trade channel of
channel of distribution).
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According to William J Stanton, A channel of distribution for a product is the
route taken by the title to the goods as they move from the producer to the ultimate
consumers or industrial user.
HISTORY
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INFORMATION: Middlemen have a role in providing information about
the market to the manufacturer. Developments like changes in consumer demogr
Wallpaints hy, psychogrWallpaints hy, media habits and the entry of a new
competitor or a new brand and changes in customers preferences are some of the
information that all manufacturers want. Since these middlemen are present in the
market place and close to the customer they can provide this information at no
additional cost.
PRICE STABILITY: Maintained price stability in the market is another
function a middlemen performs. Many a time the middlemen absorb as increase in
the price of the products and continue to charge the customer the same old price.
This is because of the intra-middlemen competition. The middleman also maintains
price stability by keeping his overheads low.
PRIMITON: Promoting the products in his territory is another function a
middleman performs. Many of them design their own sales incentive programmes,
aimed at building customers traffic at the other outlets.
FINANCING: Middlemen finance manufacturers operation by providing
the necessary working cWallpaints ital in the form of advance payments for goods
and services. The payment is in advance even through the manufacturer may
extend credit, because it has to be made even before the products are bought,
consumed and paid for by the ultimate customer.
TITLE: Most middlemen take the title to the goods, services and trade in
their own name. This helps in diffusing the risks between the manufacturer and
middlemen. This also enabled middleman to be in physical possession of the
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goods, which in turn enables them to meet customer demand at vary moment it
arises.
HELP IN PRODUCTION FUNTION: The producer can concentrate on
the production function leaving the marketing problem to middlemen who
specialize in the profession. Their services can best utilized for selling the
production where the rate of return would be greater.
MATCHING DEMAND AND SUPPLY: The chief function of
intermediaries is to assemble the goods from many producers in such a manner that
a customer can affect purchases with ease. According to Wroe Alderson, The
goal of marketing is the matching of segments of supply and demand.
PRICING: In pricing a product, the producer should invite the suggestions
from the middlemen who are very close to the ultimate users and know what they
can pay for the product. Pricing may be different for different markets or products
depending upon the channel of distribution.
MARKETING SEGMENTATION :
A flow is a set of function performed in sequence by channel
members. In the flow process, producers, wholesalers, retailers and
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consumers are linked. The functions that need to be necessarily performed in
a channel system include transfer of ownership through transportation, order
processing, inventory carrying, storage, sorting negotiations and promotions.
The same function in a give channel system, may be performed at more than
one level and, in such a case, the workload for the function would need to be
shared between channel members.
A channel symbolizes the path for the movement of title, possession and
payment for goods and services.
CHANNELS OF DISTRIBUTION FOR INDUSTRIAL
PRODUCTS: Figure below Shows channels commonly used is
industrial marketing. An industrial-goods manufacturer can use its
sales force to sell directly to industrial customers. It can sell to
industrial distributors, who sell to the industrial customers, or it can
sell through manufacturers representatives or its own sales branches
directly to industrial customers, or indirectly to industrial customers
through industrial distributors. 1-1-2-level marketing channels are
quite common in industrial marketing channels.
TYPES OF INTERMEDIARIES
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SOLE-SELLING AGENT/MARKETER: when a manufacturer
prefers to stay out of the marketing and distribution task, he
Wallpaints points a suitable agency as his sole-selling agent/marketer
and entrusts the marketing job with him. A sole-selling agent or a
marketer is usually a large marketing intermediary with large
resources and extensive territory of operation. He will be having his
own network of distrinutors/stokists/wholesalers, semi-wholesalers
and retailers. He takes care of most of the marketing and distribution
functions on behalf of the manufacturer. Obviously, a sole-selling
agent/marketer will earn a large margin/commission compared to
other types of intermediaries.
C & F AGENTS (CFAs): In many cases, manufacturers employ
carrying and forwarding agent, often referred to as C & F Agents, or
CFAs. The CFAs can be describe as special category wholesalers.
They supply stocks on behalf of the manufacturer to the wholesale
sector or the retail sector. Their function is distribution. Their
distinguishing characteristic is that they do not resell products, but act
as the agent/representative of the manufacturer. They act so behalf of
the manufacturer and as his extended arm. In essence, they are
manufacturers branches.
WHOLESALER/STOKIST/DISTRIBUTOR: A wholesaler or
stokist or distributor also a large operator but not on a level
comparable with a marketer of sole selling agent, in size, resources,
and territory of operation. The wholesaler/stokist/distributor operates
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under the marketer-soleselling agent, where such an arrangement is
used by the manufacturer.
SEMI-WHOLESALERS: Semi-wholeseller are intermediaries who
buy product either from producers or wholesellers in bulk, break the
bulk or resell the goods (mostly) to retailers in assortment needed by
them. Like the wholesalers, semi-wholesellers too perform the various
wholesaling functions that are part of the distribution process. In some
cases, they may also perform the retailing functions. Their strength is
specialization by region. They assist the producer in reaching a large
number of retailers efficiently.
RETAILER/DEALER: retailers sell to the household/ultimate
consumers. They are at the bottom of the distribution hierarchy,
working under wholesalers/stokists/distributors/semi-whosalers,as the
case may be. In cases where the company operates a single-tier
distribution system, they operate directly under the company. The
retailers are also sometimes referred to as dealers of authorized
representatives. They operate in a relatively smaller territory or at a
specific location; they do not normally perform stock-holding and
sub-distribution functions. The stocks they keep are operational stocks
necessary for immediate sale at the retail outlet.
VALUE-ADDED RESELLERS: they are intermediaries that buy the
basic product from producers and add value to it or, depending on the
nature of the product, modify it and then resell it of final customers.
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MERCHANTS: They are intermediaries that assume that ownership
of the goods that they sell to customers or other intermediaries.
Marchants usually take physical possession of the goods that they sell.
RESEARCH METHODOLOGY
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The methodology used in conducting the research work on TWO-
WHEELER with major emphasis on its sales and marketing strategies
involve the following steps:
Why I have selected TWO-WHEELER only?
I have selected Two-Wheeler for my summer training because it is the
company that is growing day by day. It has maximum
market share with comparison to its competitors. And it is
the company that gives highest sales and it is also the
highest two-wheeler manufacturer.
Defining the problem and deciding research objectives:
Defining the objective is the most important part of any study process.
Proper defining of the problem is a must for proceeding further with the
research process. The type of study to be carried out, the questions to be
raised, the sampling procedure to be followed, and the data to be collected,
all depends on a correct understanding of the problem. Also, by clearly
focusing on the real problem, the research job can be simplified and
completed with the minimum cost, effort and data.
Identified problem or the objectives of the research discussed in the report
are:
1. Developing the research plan:
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In this a plan was developed about how to collect the require
information i.e. whom to contact for gathering the relevant data. Data is
the foundation of all research. It is the raw material with which a
researcher functions.
Therefore, it requires great care to select the sources of data. Data, or
facts, may be obtained from several sources. Data sources can either be
primary or secondary.
A. Secondary data:
The sources from which secondary data was collected:
Press releases of the company.
Newsletters and In-house journals.
Brochures and detailed descriptive leaflets
Magazines like Business World, Outlook, Auto India, etc.
Websites such as www.herohonda.com, www.google.com. These
were the sources from which secondary data has been gathered.
Most of the information presented in this report was extracted
from the above data sources.
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B. Primary data:
Collection of primary data was conducted by visiting the people
personally for the preparation of the report.
2. Research approach:
It means the way by which the information was collected. Visiting
the various places of Delhi, getting the questionnaire filled by different
individuals.
Beside this, frequent visit to the showrooms of the company was of
great help to conduct the analysis and research work.
3. Contact methods:
Instrument or Data collected Forms: It is the
method by which data is gathered. It could be done
through various instruments like questionnaires,
observations, getting information from the staff
members of the agency, contacting to the motor
mechanics was sufficient enough to conduct the
study.
4. Collection of information :
The primary information was collected by face-to-
face and direct interviews with the peoples and the
customers. They provide the relevant information
regarding the profile of the company as compared
to the other company in the Indian market. Most
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employees suggested visiting companys web site, as
it was not possible for them to spare time from
their busy schedules.
The secondary sources of information were various
web sites of the companies, newspapers &
magazines such as The times of India, The
Hindustan Times, Business world, Auto India, etc.
5. Analyzing the information:
The data collected was carefully analyzed. The
research and analysis of the information has been
done on the basis of various sales and marketing
strategies adopted by the company during its
tenure.
6. Reporting and conclusions and recommendations:
This is the most vital part of the work undertaken.
After collection and analysis of data, it was
recorded in the form as prescribed. The major part
of the report is the findings. The finding also
includes charts, tables and diagrams etc. The
report also mentioned the limitations of the project
undertaken. Then conclusion has been drawn out
of the findings and various recommendations have
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been given at the end of the report. Certain tables
on the basis of which the findings were made have
been included in the appendices section followed by
the bibliography.
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COMPANY COMPARISON OF WALL PANTS
Asian Paints, Goodlass Nerolac, ICI (India), Berger, Jenson &
Nicholson and Shalimar are the leading companies in the organized in
the organized sector. The top six manufacturers account for about 80
per cent of the market in the organized sector in value terms.
WALLPAINTS is the industry leader, with an overall market share of
33 per cent in the organized sector. Threat of global competition is
minimal in the industry.
WALLPAINTS dominates the decorative segment, with a 38 per cent
market share. Goodlass, a Tata
Market Shares of Five Major Players
Company Market share (%)
Decorative Industrial Overall
1. Wallpaints 38 15 33
2. Goodlass Nerolac 14 41 18
3. Berger Paints 9 10 9
4. ICI Paints 9 9 9
5. Shalimar 6 8 7
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company, is number two with a 14 per cent market share. Berger and
ICI have 9 per cent and 8 per cent shares, respectively, in this segment
followed by Shalimar, with 6 per cent.
Goodlass dominates the industrial paints segment, with 41 per cent
market share. WALLPAINTS is a poor second here, with a 15 per
cent market share. Berger, ICI, and Shalimar are the other substantive
players in the sector, with 10 per cent, 9 per cent and 8 per cent shares,
respectively.
The dominance of Goodlass in industrial paints is largely the result of
its technical association with the JWallpaints anese paint major,
Kansai Paints, which has a 29.5 per cent equity stake in the company.
Goodlass has a lions share of 70 per cent in the OEM passenger car
segment, 40 per cent share of two-wheeler OEM market and 20 per
cent of commercial vehicle OEM market. Goodlass also holds 20 per
cent to the white-goods segment.
THE COMPANY
As already mentioned, Wallpaints is Indias largest paints company
and the market leader in decorative paints. WALLPAINTS
manufactures and markets a wide spectrum of coatings and ancillaries,
which include decorative, production paints and heavy-duty coatings.
The manufacturing facilities of the company for paint products are
currently spread over four locationsBhandup, Mumbai, which was
established in 1955; Taloja, Maharashtra, where WALLPAINTS
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established its second unit in 1980; Ankelshwar, Gujrat, where
operations started in 1981; and Patancheru, Andhra Pradesh, where
manufacturing started in 1985.
Wallpaints offers the widest range of paints in terms of products and
shades, as well as pack sizes, Availability of wide range of shades is
in fact, one major critical success factor in the decorative paints
business. And WALLPAINTS scores high in this factor.
WALLPAINTS manufactures and markets more then 2,800 items of
paints (SKU).
PERFORMANCE
WALLPAINTS has been consistently turning out a good
performance over the years. For more than two decades now, it has
been the market leader. Besides, the company has also consistently
proved its excellence in operating performance.
Exhibit 1 gives details of WALLPAINTS s sales performance during
the last four years.
Exhibit 1 gives some other important details of WALLPAINTS s
performance.
WALLPAINTS has set a target of gross sales of Rs 2,100 crore by
2003. It aims to be amongst the top ten decorative paints
manufacturers in the world by 2003 and among the top five by 2005.
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_____________________________________________________________
WALLPAINTS STRIKES A NEW PATH IN DISTRIBUTION
At the time WALLPAINTS entered the Indian paint business,
distribution was the most crucial task for any new entrant. Both
physical distribution and channel management posed formidable
challenges. The foreign companies and their wholesale distributors
dominated the business. The foreign companies Wallpaints pointed a
few traders as their wholesale distributors and allowed them to
perpetuate a situation of monopoly. Each distributor was assigned a
large territory and was given the right to operate the exclusive channel
of the company in the assigned territory. The trade terms were also
very liberal. The companies also extended virtually unlimited credit to
the distribution. The credit outstanding for the supplies made
throughout the year were required to be settled by the wholesales
distributors only at the year-end, at Diwali time.
These distributors had neither the compulsion nor the motivation to
invest in distributions infrastructure. They were not required to move
out to semi-urban and rural areas. They concentrated on big cities
where they could make the sales without much investment in
distribution infrastructure and market development. Also, they were
shutting the doors on any new paint company seeking an entry into the
business. In other words, these distributors controlled the paint
business and were making it impossible for a new paint company to
enter and establish itself in the business.
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WALLPAINTS sized up the scenario correctly and formulated a
unique distribution strategy. In the normal course, a firm entering the
industry in this scenario would have opted for the low risk strategy of
gaining a limited access to the wholesale traders and be satisfied with
a small share of the existing business. But WALLPAINTS went in for
a strategy that differed totally from the existing pattern.
WALLPAINTS s strategy, in fact, meant the polar opposite of the
established/existing pattern.
Chart presents the elements of WALLPAINTS s distribution strategy.
We shall see the details in the page that follow.
WALLPAINTS Bypasses the Bulk Buyer Segment and Goes to
Individual Consumers
Bulk buyer segment was the major segment of the paint business in
the earlier days and any
Chart Elements of WALLPAINTS s Distribution Strategy
WALLPAINTS bypassed the bulk buyer segment and went to
individual consumers of paints.
WALLPAINTS went slow on urban areas and concentrated on semi-
urban and rural areas.
WALLPAINTS went retail
WALLPAINTS went in for an open-door dealer policy
WALLPAINTS voted for nationwide marketing/distribution
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Paint Company needed a share of this major segment for sheer
survival. Though this segment was dominated totally by foreign
companies and their wholesale distributors, a new entrant to the
business like WALLPAINTS would normally have rushed to this
segment and tried to garner a share of it. WALLPAINTS , however,
had a totally different game plan. Seeing that this segment was not a
growth segment, though it was certainly the major segment at that
point of time, WALLPAINTS decided to ignore this segment for the
present and go to individual consumers. And that was crucial decision.
It influenced every subsequent decision WALLPAINTS took in the
realm of distribution. Over time, WALLPAINTS proved to the paint
industry that there existed a large and bottomless segment in the paint
business of India, outside the bulk buyer segment, comprising of
individual consumers.
WALLPAINTS Goes to Semi-Urban and Rural Areas
Along with the decision to go to individual consumer segment leaving
aside the bulk buyer segment, WALLPAINTS also decided that
within the individual consumer segment, semi-urban and rural areas
would constitute WALLPAINTS s priority market. Prior to
WALLPAINTS s entry, the paint business was by and large
concentrated in the urban areas. All the major paint companies and
their wholesale distributors were content with the market that was
available in the urban areas. In contrast, WALLPAINTS clearly saw
that a large market for paints was emerging in the semi-urban and
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rural areas, and felt it wise to tWallpaints this market.
WALLPAINTS also understood that a new entrant like
WALLPAINTS had also a compulsion to go to the semi-urban and
rural areas. The major companies and their wholesale distributors
were not giving any worthwhile opening in the big cities for new
entrants. WALLPAINTS found it difficult to attract the wholesalers
in the cities to deal in its products. It had to necessarily turn to the
semi-urban and rural areas for support. WALLPAINTS wisely
decided against committing all its resources on a head on collision
with the foreign companies and their big wholesale distributors in the
urban areas.
WALLPAINTS Goes Retail
Going directly to retail dealers was the next major strategic decision
of WALLPAINTS in the realm of marketing and distribution. Here
too, WALLPAINTS totally broke with the prevailing distribution
practice. As mentioned earlier, the foreign companies, who were the
main players, were practicing a wholesale distributor-dependant
marketing system. WALLPAINTS did not see any great merit in the
system. It totally bypassed the well-entrenched wholesale distributors
and went directly to the retailers. While WALLPAINTS s
competitors remained content with their linkage with a handful of
wholesale distributors, WALLPAINTS preferred direct contact with
hundreds of retail dealers.
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WALLPAINTS Goes in for an Open-Door Dealer Policy
WALLPAINTS followed an open-door policy in the matter of adding
retail dealers to its network. The prevailing trend in those days was to
limit the number of dealers to the barest minimum. WALLPAINTS
broke this trend and chose to use practically everyone in the trade,
who was willing to function as its dealer. It was a combined result to
the policy of going directly to retailers and the policy of open door to
dealership that WALLPAINTS s dealer network swelled rWallpaints
idly. Even after achieving stability and maturity in distribution,
WALLPAINTS continued to follow a policy of continuous expansion
of dealer network. By 1990, WALLPAINTS was having a 7,000
strong dealer network. By the year 2000, the number had swelled to
12,000. And even now, on an average, WALLPAINTS is adding 200
to 250 new dealers every year.
WALLPAINTS Votes for Nationwide Marketing/Distribution
WALLPAINTS took yet another important and strategic
decision in the realm of distribution. Those days, nationwide
distribution/marketing was not the standard practice in the paint
business. On the one side, there were the 1,000 odd small paint
companies who, as a class, believed in marketing their paints in
limited territories in and around their point of production. On the other
side were the big companies, who as a class, believed in limiting their
distribution to the big cities. In contrast to both these existing
practices. WALLPAINTS voted for a nationwide
distribution/marketing. It wanted to have an active presence
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throughout the country, in the geogrWallpaints hical zones, states and
territories.
THE IMPLICATION OF WALLPAINTS S DISTRIBUTION
STRATEGY
WALLPAINTS s distribution strategy described in the preceding
paragrWallpaints hs had its associated implications. WALLPAINTS
had to take due note of them and face them squarely.
Going to Individual Consumers Implied Wide Product Range and
Complex Distribution
Had WALLPAINTS concentrated on the bulk buyer segment. It
could have managed with a limited product range, at least, in the
initial years. But, WALLPAINTS s decision to turn to the individual
consumers necessarily meant a wide product range. In the nature of
things, the individual consumer segment involves a very wide choice
in terms of products, materials, shades and pack sizes. On top of this,
WALLPAINTS believed in making products based on the
preferences of consumers. It gathered feedback from the consumers
and turned out products, shades and pack sizes on the basis of such
feedback. This policy resulted in a further burgeoning of the product
range.
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Smaller Packs Proliferated the Product Depth Further
At the time of WALLPAINTS s entry, paint companies were
supplying paints in containers of 500 ml or larger. WALLPAINTS
saw that there was a felt need in the market for paints in smaller
packs. All end uses did not require a large quantity. Moreover, it was
common practice for consumers to buy paint initially in a larger
quantity and supplement it with small size purchase to complete the
job. WALLPAINTS decided to harness the business opportunity and
started supplying its paints in small packs-in 200 ml and 50 ml packs.
This proliferation in pack sizes also contributed to WALLPAINTS s
growing product range. WALLPAINTS was by now manufacturing
and marketing as many as 2,000 distinct items of paints, none of
which was strictly a substitute for the other.
Wide Product Range Implied Distribution
The policy of having the widest range of products, colurs and pack
sizes had its implication on WALLPAINTS s distribution. When
2,000 different items had to be made available to the consumers, it
automatically meant that the company had to be prepared for high
inventory holding in its various depots/retail outlets. Accounting and
sales arrangements had also to be provided for on a matching level.
Naturally, distribution was becoming more complex and expensive for
WALLPAINTS .
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Going to Semi-Urban/Rural Markets Further Enlarged
Distribution
The decision to go to the semi-urban and rural markets instead of
confining to the urban markets also meant enlargement of the
distribution function. WALLPAINTS had to go in for more dealers in
order to serve the scattered semi-urban and rural market. The decision
also meant that WALLPAINTS could not opt for a simple,
centralized distribution of its products form its factory. It had to go in
for a decentralized, field-focused distribution, with a network of
depots located all over the country/marketing territory. Without such
extensive and intensive distribution network, it would not have been
possible for WALLPAINTS to cover the semi-urban and rural
markets.
Going Retail Implied Deep Involvement in Channel Management
Through its decision to go retail, WALLPAINTS was getting deeply
involved in physical distribution and
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Chart Main Steps in the Implementation Process
WALLPAINTS s created a
large network of dealers.
It established a network of
company depots to service the
dealers.
It created a marketing
organization that matched its
distribution.
It successfully resolved the
cost-service conflict indistribution.
(i) A strong commitment to
distribution cost control without
compromising service level.
(ii) Effective inventory
management
(iii) Effective control of credit
outstanding
(iv) IT initiatives in distribution
cost control
Channel management. In the system chosen by WALLPAINTS , the
physical distribution cum channel management task was far more
demanding, compared to the wholesaler-oriented system practiced by
the other paint companies. While, for companies that embraced the
wholesaler-oriented system, it was enough to service a handful of
distributors, WALLPAINTS had to service a network of thousand of
retail dealers. Having taken the decision to go retail, WALLPAINTS
necessarily had to create and service a vast dealer network. It also hadto create the physical distribution facilities required for servicing such
a large network.
National Marketing Necessitated Nationwide Organisation
Extend of marketing territory and complexity of distribution
organization are interrelated. The moment WALLPAINTS voted for
nationwide marketing, it was getting into intensive as well as
extensive physical distribution and channel management.
WALLPAINTS thus had to create a nationwide distribution-cum-marketing organization.
DISTRIBUTION BECOMES WALLPAINTS S SHOWCASE
FUNCTION
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WALLPAINTS s strategies made distribution the most important
elements of its marketing mix. And, WALLPAINTS give to
distributions all the inputs that were demanded by it. In fact, the rest
of this case study is essentially a description of how WALLPAINTS
managed its distribution activities-how it chalked out its distribution
programmes, how it implemented them, what problem it encountered
in this task, how it tackled them and how through distribution success,
it achieved marketing and corporate success.
THE IMPLEMENTATION PROCESS
We shall see low WALLPAINTS went about the actual management
of the distribution function. The main steps in WALLPAINTS s
implementation process are shown in Chart 2.
Let us see the details.
WALLPAINTS Creates a Large Network of Dealers
An extensive network of dealers, and a matching physical distribution
infrastructure play a crucial role in the decorative paints segment. This
is essential for ensuring easy accessibility of the product to customers.
In this, Wallpaints scored over its competitors with a massive network
of 15,000 dealers spread over 3,500 towns across the country.
WALLPAINTS has the largest distribution network among all the
players. Goodlass has a network of 8,000 dealers.
WALLPAINTS Establishes a Network of Company Depots
WALLPAINTS established a large chain of company operateddepots/stock points throughout its vast marketing territory, from
where the retail dealers could conveniently pick up their requirements.
WALLPAINTS s basic strategies explained in the earlier sections
necessitated a liberal Wallpaints proach in the matter of stock
points/depots. It also meant that the depots had to be company
operated. After all, WALLPAINTS did not have any wholesale
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distributors to whom the responsibility for operating the stock points
could possibly have been assigned. As shown in Exhibit 32.4
established a network of 30 company-run depots, spread through out
the country and serviced its retailers from them. The number of depots
varied from city to city. For example, Bangalore had just one depots
while Mumbai had four depots. The depots typically supplied to about
200-300 dealers.
WALLPAINTS Creates a Marketing Organisation that Matched
its Distribution Intensity
Effective control of the large number of depots, each having
substantial stocks of 2,000 odd distinct items necessitated a matching
marketing organization structure. WALLPAINTS set up a marketingorganization consisting of four regional sales offices, 35 branch sales
offices and a large number of sales supervisors and sales
representatives spread all over the country. The marketing
organization of the company is presented in Exhibit 32.5. It can be
seen from the chart that a very extensive structure has been created in
the consumer division. It is primarily meant for taking care of the
massive distribution task involved in this sector. Each branch sales
office has its own depots and the various items are stocked in the
depots under the control of the concerned branches. The branches
service the dealers and customers in their territories.
These are supported by six regional distribution centers, which cater
to 55 depots. Each depot has a branch manager for supervision of
several salesperson who cater to more than 14,500 dealers in the more
that 3,500 big and small cities all over the country.
WALLPAINTS faced many challenges. Of these, the cost-service
dilemma was no doubt, the most important one. And, that is the aspect
in which we are mainly interested in this case study.
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Managing the cost-service conflict was the main challenge that
WALLPAINTS faced in the implementation of its distribution
strategy. WALLPAINTS met this challenge successfully.
We have seen that WALLPAINTS has over 15,000 dealers in 3,500
towns in India. WALLPAINTS caters to all of them directly. As a
result, for WALLPAINTS , the distribution task gets tremendously
extended and distribution cost becomes a significant business
parameter.
Demand for decorative paints is characterized by seasonality. Demand
drops during monsoons and picks up around a month-and-a-half
before the festive season. Major part of the sales take place in the
second half of the financial year. Manufacturers have to array huge
inventories during the lean period. As a result, distribution cost
becomes all the more significant.
Naturally, distribution cost emerged as a major hurdle that
WALLPAINTS had to cross. The strategy It went in for a very high
service level in distribution. Service level is measured in terms of the
number of stock keeping units (SKUs) available in stock as a
percentage of the number of SKUs that should have been in stock.
WALLPAINTS s service level is more than 85 per cent whereas that
of other large paint companies falls between 50 and 60 per cent. This
meant a further rise in WALLPAINTS s physical distribution costs.
WALLPAINTS had to resolve this cost-service conflict.
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In the chWallpaints ter on Physical Distribution and Logistics
Management, we had seen that a cost-service dilemma is inherent in
any physical distribution situation. A high service level in physical
distribution- in transportation, warehousing order processing and
inventories-necessarily means a high level of costs. Every firm has to
face this cost-service dilemma and work out a compromise.
WALLPAINTS voted for a high service level and without
compromising this service level, it tried to contain the distribution
costs. Interestingly. WALLPAINTS succeeded in this endeavor.
When we go in to the details as to how WALLPAINTS actually
resolved the cost-service dilemma, four factors started out:
A strong commitment to distribution cost control, without
compromising service level
Effective inventory management
Effective control of credit outstanding
IT initiatives in support of distribution cost control
Strong Commitment to Distribution Cost Control
While following a totally customer-oriented distribution strategy,
WALLPAINTS could not afford to ignore the cost angle.
WALLPAINTS was in no position to pass on any additional costs to
the consumers. WALLPAINTS s marketing philosophy demand that
the consumer price of its paint should be on the lower side, so as to
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suit the pockets of the average Indian. Moreover, WALLPAINTS s
business growth demand more and more investment in manufacturing
and distribution. WALLPAINTS had to find the resources. This
Wallpaints art, the intensity of competition had also been on increase.
Naturally, profitability was coming under greater strain in these
circumstance. WALLPAINTS had to control its distribution costs in
order to maintain its profitability and market leadership. The question
was how to control the costs without sacrificing the service level.
Effective Inventory Management
Effective inventory management is the first major component of
WALLPAINTS s strategy on distribution cost control. And,
WALLPAINTS achieved high efficiency in this regard. Actually, in
inventory cost, WALLPAINTS took the lowest position in the
industry. WALLPAINTS s average inventory level equals only 28
days sales, while the industry average is 51 days sales. This right away
provided a 45 cent edge in inventory costs to WALLPAINTS
compared to its competitors. WALLPAINTS s stock of finished
goods was just 7 per cent of its net sales while for the other in the
industry it was nearly twice that level. What is particularly striking in
this achievement is that WALLPAINTS offered customers and
dealers a high level of service in product delivery compared to its
competitors and yet kept the inventory costs down by 45 per cent
compared to the competitors.
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Control of Credit Outstanding
Large credit outstanding, running beyond two months or more, was
natural concomitant of the distribution strategy chosen by
WALLPAINTS . The dealers are required to maintain stocks of all the
SKUs that are on demand in the territory. It pushes up inventory levels
at the outlets. They need credit. WALLPAINTS allowed 15-21 days
credit for dealers located in the major towns and 22-30 days credit for
dealers in upcountry regions.
WALLPAINTS had to pull of a smart credit control strategy for
survival. It resolved the thorny problem through an innovative dealer
incentive scheme. WALLPAINTS stipulated that each of its dealers
should pay for the supplies within a specified time norm and offered
them an attractive incentive scheme for doing so. It consisted of two
components:
(a) A special discount of 3.5 per cent. This was referred to as the discount
for perfection in payments. It was passed on at the end of the year,
provided each and every payment throughout the year was made
within the stipulated time norms.
(b) A cash discount of 5 per cent. This was paid for all outright cash
purchases. It was given whenever payments were received within 24
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hours of the supply/invoice. In respect of outstation accounts, the
payments should have been made in advance by draft in order to be
eligible for the discount.
The scheme was a grand success. WALLPAINTS s credit
outstanding always stood below 25 days, while the outstanding of the
other major companies were in the range of 40 days and above.
Systematic computerization also helped WALLPAINTS maintain the
credit outstanding within limits.
IT Initiatives in Distribution Cost Control
WALLPAINTS s IT initiatives in respect of distribution-inventory
control and control of credit outstanding, in particular-helped it no
control distribution costs without lowering the service level.
WALLPAINTS went in for a fully computerized distribution system.
WALLPAINTS did this not only with an eye on distribution cost
control, but also for the sake of distribution effectiveness per se. But
for such an Wallpaints proach, WALLPAINTS s distribution
management would have gone haywire. Here was a situation where
2,000 different items of paints, manufactured at four different plants,
had to be distributed to 15,000 dealers in 35,00 towns spread all over
the country. Through 55 depots. WALLPAINTS accomplished this,
maintaining the average service level at 85 per cent, a clear 25 per
cent above that of competition. The IT initiatives also ensured prompt
billing, accurate customer accounting and effective control of credit
outstanding.
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Computerization also enabled WALLPAINTS to process recent sales
data for the 100 fastest moving SKUs. This analysis was used to
project sales of specific products, which helped plan production and
raw material purchases. With computerization, WALLPAINTS was
able to analyse past trends to arrive at a 90 per cent accurate sales
forecast. Corrections were made every month between the sales
projection and actual sales. Production was thus evened out month-to-
month. Sales statistics were maintained, classified by product, month,
salesman, branch, region and dealer. Such computerized planning and
control of production, sales and inventories helped WALLPAINTS
cut distribution costs without compromising on the high level of
service sought by it in physical distribution.
WALLPAINTS later hired from the Department of
Telecommunications, satellite time and got all its offices in the
country networked. They transmit data daily to the corporate had
office in Mumbai, which uses it for sales and production planning.
WALLPAINTS has consistently improved its IT systems over the
years. It has linked all its factories and 55 depots through V-SAT
terminals, and derived big benefits in terms of streamlined
distribution. More recently, WALLPAINTS has implemented supply
chain management software from i2 technologies. WALLPAINTS
plans to upgrade its communication infrastructure through VSAT
leased lines and ISDN lines all over India. It is also implementing an
ERP solution from SWALLPAINTS to be completed in 2001.
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WALLPAINTS Acquires a Competitive Advantage Through Its
Inventory Management and Credit Control
One can grasp the full import of WALLPAINTS s success in this
sphere only when due not is taken of the fact that WALLPAINTS has
achieved the lowest distribution cost as well as the highest
differentiated position in the industry. WALLPAINTS s Wallpaints
colite, the largest selling brand of paint in the country, is available in
different shades and in eight different pack sizes. Being in the
business of colours, WALLPAINTS utilized colour to achieve
differentiation, and none of its competitors could match
WALLPAINTS in this aspect. Simultaneously, WALLPAINTS also
achieved the lowest cost position in the industry. Normally, when a
firm consciously opts for the differentiation route with a wide product
line, it automatically point towards higher inventory levels and
consequently higher inventory and other costs. But WALLPAINTS ,
through its effective distribution management, inventory management
and control of credit outstanding, in particular, managed to retain its
inventory size and inventory costs at the lowest possible level.
WALLPAINTS actually saved so much on inventory carrying costs
that it almost earned its promotion budget through these savings. This
is again praiseworthy because WALLPAINTS spends as much as per
cent of its sales on promotion, the highest in the industry. It has to
spend so much in order to maintain its differentiation advantage. But
strikingly, it has kept its total marketing costs the lowest in the
industry. The two factors together-the lowest cost position as well as
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the highest differentiation position-has conferred a significant
competitive advantage on WALLPAINTS .
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OBJECTIVE OF THE STUDY
The study was done primarily with the following objective in mind.
To study the brands of Two-Wheeler & consumers perceptionAabout the product of Two-Wheeler.
To know why people buy Two-Wheeler and why some people
prefer other company.
To study the features of different brands that give a good idea
of various products and services offered by the company.
To understand the competitive environment in which the
company is operating and is desired to meet customer need
and satisfaction.
To provide useful information to the company about the
product features of various competing companies.
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SUGGESTIONS & RECOMMENDATION
It is clear from the report that the Two-Wheeler Motors is facing cutthroat
competition; hence the companys manager has to be fast and smart so as to
understand the customers needs. They have to come up with various new
techniques or schemes to be able to cater to different categories of people.
Customers are becoming more wise day by day and they are now willing to
know all the in and out of the things happening around them. This has led to
increased customer awareness.
We can analyze that if the brand is reputed that doesnt win the customers
delight unless its provided same value-added features or else we can say
competitive advantage.
For gaining a competitive advantage it has to continuously compare
the product and services with the competitors and find the weak area
of the rivals for gaining competitive advantage.
Surveys revealed that awareness of Two-Wheeler Motors is low
among its target segment for creativity awareness. The company has
to take some keen step for promotional activity.
The company should regularly send the sales person who have good
communication skill to the customers so that they should be aware
about the product and services in market and know the quality of the
services offered by the company.
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LIMITATIONS OF THE STUDY
As said a basic research was conducted at the company to enable the
company to assess how far the customers are satisfied with product and
services of Two-Wheeler. During the course of the study the following
limitations were observed:
The method will be unsuitable if the number of persons to be surveyed
is very less as it will be difficult to draw logical conclusions regarding
the satisfaction level of customers.
Interpretation of data may vary from individual depending on the
individual understanding the product features and services of the
company.
The method lacks flexibility. In case of inadequate or incomplete
information the result may deviate.
It is very difficult to check the accuracy of the information provided.
Since all the products and services are not widely used by all the
customers it is difficult to draw realistic conclusions based on the
survey.
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CONCULSION
LEADERSHIP THROUGH DISTRIBUTION EXCELLENCE
The story of Wallpaints is a story of distribution excellence.
WALLPAINTS achieved an enviable leadership position through the
distribution route. While WALLPAINTS did not ignore any of the
other function of marketing, it was by mastering the distribution
function that WALLPAINTS gained a distinct and powerful
competitive advantage. WALLPAINTS s distribution strategy was
truly innovative; it broke new ground in every aspect of distribution.
In the final analysis, excellence in distribution led the company to
marketing and corporate excellence.
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BIBLIOGRAPHY WALLPAINTS
Widening the Net. Business India Intelligence, Auguest 2001,p2,2p.
Anand, M Diary of Sales Associate. Business World. 21 October, 2002
Brown James R, Fern Edward F., Conflict in Management Channels: The
Impact of Dual Distribution. International Review of Retail, Distribution
& Consumer Research, Wallpaints ril92, Vol. Issue 2, p121, 12p
Moriarty, Rowland T and Moran, Ursula Managing Hybrid Marketing
Systems. Harvard Business Review, November/December 1990,
Vol. 68 Issue.
Marketing Management by Kotler / keller 2005 Edition.
Marketing Management ICFAI Center for Management Research
Marketing Management Planning, Implimentation & Control by V S
Ramaswamy / S Nmakumari
www.asianpaints.com
www.mouthshut.com/product-reviews/Asian_Paints_Royale_Luxury_Emulsion-
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