1

Executive Summary
Godrej Appliances, started in 1958, dominated the consumer durables market for decades,
especially in refrigerators. But gradually it gre complacent and lost touch ith its
customers. !iberali"ation and the entry of foreign players sa its market share in the
segment drop by half. #his case study describes ho the company reacted to the situation,
re$branded its products, and fought its ay back.

#he findings of a series of market sur%eys stunned the top management of Godrej
Appliances, one of the leading companies of the Godrej group.
#hey said the company and its products ere not connecting ith young people. #he
a%erage age of its customers as &5 to '5 years $ a serious impediment in a country ith '5
per cent of its population belo (5. )orse, they claimed, it as not e%en percei%ed as a
technology brand $ the market did not think its products incorporated the latest ad%ances in
technology.
#he year as (**5. #he sur%eys had been commissioned to figure out hy Godrej
Appliances as losing market share. +o doubt competition had stiffened folloing
liberali"ation and the entry of aggressi%e foreign players, especially ,orean brands like !G
and -amsung, and the .apanese like Akai and Aia. But Godrej e/ecuti%es had ne%er
imagined that such a yaning gap had gron beteen perception and reality.
0#here as little or no difference in terms of technology beteen us and the foreign
players,0 says 1amesh 2hembath, Assistant 3ice 4resident, 5arketing, and Godrej
Appliances. 06et the youth considered us a momand$pop brand.0
front loading ashing machine as launched in (*1* ith an upard facing tilted drum so
that the user does not ha%e to sit hile loading or unloading clothes 7ounded in 1958,
Godrej Appliances had been the largest and most popular consumer durables company in the
country.
7or many years it sold only a range of refrigerators, but added ashing machines to its
2
product line in 1998. #hough market share in refrigerators ho%ered around (9 per cent $
there ere ri%als e%en then, indigenous ones like ,el%inator, 3ideocon, )hirlpool and
3oltas $ Godrej as alays among the top three players.
MEANING AND DEFINITION OF research mathology
)hat is research:
1esearch is simply the act of taking action to find out information.
)hat are research methods:
A research method is one particular ay in hich you can %erify or disco%er a set of
data.
)hat ays are there to conduct research:
;ltimately there are to forms of research< =ualitati%e and =uantitati%e, all types of
research can be categori"ed under these headings. >ualitati%e research ill yield
more specific and in$depth results hile =uantitati%e research ill gi%e a more
general picture, but perhaps on a larger scale. #he anser is in their names,
=uantitati%e deals ith numbers, hile =ualitati%e refers to the =uality of data.
2an you gi%e an e/ample of =ualitati%e and =uantitati%e research:
-ur%eys are commonly used in =uantitati%e research, this is here a sample of people
are asked their age, gender and any other rele%ant demographic information, along
ith a series of =uestions. ?t can then be determined hat age
groups ansered hich =uestions and hether there is any pattern.
An e/ample of =ualitati%e research could be inter%ieing an e/pert in a
particular field of study. #he information garnered from the e/pert is likely to feature
more in$depth information than you ould get by simply asking them to fill out a
=uestionnaire.
)hich is best:
3
?t all depends on the task at hand, and that is the point of establishing the best and most
rele%ant research methodology. 5ost disciplines ill use ami/ture of both methods,
for instance, market researchers ill use sur%eys and focus groups to determine
demand for a product or ser%ice.
1esearch 5ethodology is a ay to find out the result of a gi%en problem on a specific
matter or problem that is also referred as research problem. ?n 5ethodology,
researcher uses different criteria for sol%ing@searching the gi%en research problem.
Aifferent sources use different type of methods for sol%ing the problem.
?f e think about the ord B5ethodologyC, it is the ay of searching or sol%ing the
research problem.
?n 1esearch 5ethodology, researcher alays tries to search the gi%en =uestion
systematically in our on ay and find out all the ansers till conclusion.
?f research does not ork systematically on problem, there ould be less possibility to
find out the final result. 7or finding or e/ploring research =uestions, a researcher
faces lot of problems that can be effecti%ely resol%ed ith using correct research
methodology.

T!"ESOF#ESEA#$%metho&ology
1. >;A+#?#A#?3D1D-DA12E
i. numericaldatagatheredthroughtests' sur%eys' obser%ations' inter%ies(
ii. %ariablesarenotmanipulatedbutaremeasuredastheyoccur(
iii. subgroupsmaybecomparedonsomemeasure(
iv. toormore%ariablesofagroupmaybecorrelated(
v. doesnotattempttoidentifycauseofdifferencesorrelationships,justiftheye/ist
D/perimentalF)hatisthecause:G(
vi. atleastone%ariableismanipulatedanditseffectsaremeasured(
vii. subjectsrandomlyassignedtoe/perimentaltreatmentandcontrolgroupshoare
treatedthesamee/ceptforthetreatment%ariable determinescauseandeffect (
viii. FhenintactgroupsareuseditHscalled=uasi)e/perimentalGD/postfacto@2ausal
comparati%eF)hatasthepossiblecause:G(
ix. identifiesaneffectthathasalreadyoccurredandattemptstoinfercause(
x. atreatment%ariableFallegedcauseGisidentifiedFbutnotmanipulatedGandeffectsare
measured(
xi. groupse/posedtothetreatment%ariablearecomparedtogroupshoarenot(
xii. identificationofcausecanbecalledinto=uestionbecausegroupserenotrandomly
assignedandothere/traneous%ariableserenotcontrolled(
*
2. >;A!?#A#?3D1D-DA12E
i. descriptionofpaste%ents' problems' issues,facts datagatheredfromrittenororal
descriptionsofpaste%ents,artifacts,etc.) describeshatasinanattemptto
reconstructthepast(
ii. in%ol%esmuchinterpretationofe%entsanditsinfluenceonthepresentDthnographic
F)hatisthecurrentsituation:G(
iii. in)depthanalyticaldescriptionofeducationalsystems,processes,and phenomena
ithinaspecificconte/tbasedondetailedobser%ationsandinter%ies(
iv. detailede/aminationofasinglegroup,indi%idual,situation,orsiteiscalledacasestudy(
Seco+&ary &ata
,
Go&re- A..lia+ces
After completing his graduation, Adi Godrej returned to India and joined the family
business The Godrej Group. The management had high expectations from him as
he was the first business graduate to join the company. The Godrej Group was
started more than a century ago and since then it manufactured locks and egetable
based soaps which displaced many foreign brands. The Godrej Group continued to
function with an inflexible style of management which it followed under the
controlled era of !ritish rule, een after India"s independence.
#ence when Adi Godrej joined the group, he faced the challenge of moderni$ing the
management structures and making them more flexible and systematic. #is efforts
towards process improements led to the progress and growth of the Godrej Group.
Adi started the group"s moement away from family hegemony that inflicted many
family businesses of that time in India. This was ensured by appointing %&'s from
outside the Godrej family to head the arious group companies.
Adi Godrej was born on ( April, )*+, in -umbai. #e is an Indian industrialist and
the present %hairman of the Godrej Group, which includes many Indian companies.
#e is also the %hairman of , international companies. /eyline !rands, 0./ and
1apidol, 2outh Africa. as well as the %hairman of the !oard of Trustees of the
3adabhai 4aoroji -emorial 5ri$e 6und.
Adi Godrej is considered to be one of the top business icons of the Indian Industry
as the %hairman of Godrej Group. At the age of )7, Adi Godrej left India and got
enrolled at the -assachusetts Institute of Technology 8-IT9 in the 0nited 2tates.
Initially, he planned to study mechanical engineering but ended up studying
management. #e receied his !achelors and -asters degrees in management from
the 2loan 2chool, -IT in )*:(.
GIA1D. 41IA;2#-
/
CONSUMER PRODUCTS INDUSTRIAL PRODUCTS
APPLIANCES J -torage -olutions
J !ocks J Automated )arehousing
J 7urniture J 5aterial handling D=uipment 4rocess
J -ecurity D=uipment J D=uipment
; Iffice Automation J 4recision 2omponents K -ystems

J 2onferencing -olutions J 5achine #ool -er%ice
J #yperiters J Dlectrical K Dlectronic #ooling
J 3ending 5achines J?# -olutions
J -oaps K 4ersonal 2are J 4!5 -olutions
J 7oods. J 5edical Aiagnostics
J Air 2are J Agro 4roducts
J Eousehold ?nsecticides J 2hemical
0
J Eousing. J 2onstruct ion 5aterial K -er%ices
J 4est 5anagement -er%ices.
7ounded in 1958, Godrej Appliances had been the largest and most popular
consumer durables company in the country. 7or many years it sold only a range of
refrigerators, but added ashing machines to its product line in 1998. #hough market
share in refrigerators ho%ered around (9 per cent $ there ere ri%als e%en then,
indigenous ones like ,el%inator, 3ideocon, )hirlpool and 3oltas $ Godrej as
alays among the top three players.
#he 2ompany is one of the largest players of Eome Appliances in ?ndia and has
alays delighted the 2onsumer ith rele%ant technology in a ide range of efficient
products. ?n 1958, Godrej as the 7irst ?ndian 2ompany to manufacture
1efrigerators and has become synonymous ith the category. Godrej pioneered the
launch of 4olyurethane 7oam F4;7G hich became the ne benchmark for the
refrigerator industry. ?n the last year,
Godrej has introduced more than 1** ne products across %arious categories$
1efrigerators, Air conditioners, 5icroa%e I%ens and )ashing 5achines. )ith ne
0Aemand used to outstrip supply by a large margin e%en though our 5umbai factory
ran to full capacity,0 says 2hembath. 7or many years, customers had to put up ith a
aiting period of &* to '5 days. 7rom H4enta 2oolH it mo%ed on to introduce the Hcool
shoer technologyH in its high$end refrigerators that took into account the ?ndian
habit of o%erstuffing them. )hile most ri%als pro%ided fi%e to 1* cooling %ents,
depending upon the refrigeratorHs si"e, Godrej added se%eral more, pro%iding e/tra
cooling hich prolonged the shelf life of perishable food items. ?n the past fi%e
years, Godrej Appliances has posted a compound annual groth rate of &5 per cent.
?t began selling microa%e o%ens in (**5, and no has a range of them similarly, in
(**8, it launched ashing machines ith built$in intelligence hich enabled them to
temporarily stop orking $ going into HsleepH mode $ as soon as ater or poer
supply as interrupted, only to resume functioning, from the point at hich it had
1
stopped, once the supply returned. 7or ?ndian consumers, plagued ith taps suddenly
running dry or poer une/pectedly going off, this as a huge con%enience.
?n (*1*, it came up ith a fully automatic front$loading ashing machine ith an
upard facing tilted drum so that the user does not ha%e to sit don hile loading or
unloading the clothes being ashed.
Again, in (**8, it as the first to introduce an air conditioner, or A2, ith a
compressor that ran at different speeds depending on room temperature, thereby
reducing poer consumption by about &* per cent compared to other products,
Godrej turned to design specialists to suggest shapes and colours that ould make
their products look sleek and appealing. 0)e emphasised making our products look
contemporary,0 says ,amal +andi, 3ice 4resident, 5arketing and -ales, Godrej
Appliances.
0)e ga%e our brand sheen of technology by telling consumers about the presence of
other Godrej companies in high$tech areas such as aerospace and industrial
e=uipment manufacturing.0 #o address the market better, Godrej Appliances also
began differentiating its product offering, pro%iding different models for different
socio economic groups. #he high$end Hcool shoer technologyH refrigerators ere
gi%en the label Don. 7or the mid$market segment Godrej launched the brands Ddge
and A/is, hile for the cost conscious mass market, it had +eo. ?n the months that
folloed, it did the same ith its A2s, ashing machines and microa%e o%ens.
0)e identified a specific need for each category and products ere de%eloped
around these needs,0 says George 5ene"es, 2hief Iperating Ifficer, and Godrej
Appliances. Aespite the croded consumer durables field, the strategy is orking.
7rom the nadir of 1& per cent market share in refrigerators, Godrej has climbed to
19.( per cent for the 1($month period ending -eptember this year, despite the entry
of three ne multinational players $ -harp, 4anasonic and Eitachi $ in the last four
years.
#he Don brand has been particularly successful, e%en though it costs fi%e to &* per
cent more than similar products of ri%al brands, and contributes roughly &* per cent
of the companyHs total re%enues. 0#hat is hy our media ad%ertisements are focused
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only on the Don brand,0 says 5ene"es. Eoe%er, Godrej is still behind refrigerator
market leader !G ith &8.9 per cent share. ?n ashing machines,
A1AD-E?1 GIA1D.
5ore than a century ago, Ardeshir Godrej ga%e up la and decided to make surgical
e=uipment. Ee took a loan from a friend of his father, and ith that money he made
scalpels, forceps, scissors and pincers. Ee then shoed these to the oner of the
company he as orking ith. #he oner as impressed ith hat he sa but
hen Godrej re=uested the product be tagged H5ade in ?ndiaH, the deal fell through.
#oday, the 1s 1*,***$crore F1s 1** billionG group named after him ants to straddle
the emerging markets in Asia, Durope, Africa and -outh America ith its hair
colours, household insecticides, soaps and so on. A =uarter of its business comes
from abroad, and it ants to scale up the contribution in the days to come. ?t has
become the second$largest player in insecticides in Asia F.apan e/cludedG.
5uch of this groth has come through ac=uisitions. -o far, Godrej 2onsumer
4roducts has spent almost 1s (,*** crore F1s (* billionG to buy companies, brands
and distribution netorks abroad. #he companyHs board last year authori"ed it to
raise 1s &,*** crore F1s &* billionG for e/pansion. -o, the ar chest still has
considerable ammunition left, though some of this money, around 1s 8** crore F1s 8
billionG, may go in the purchase of -ara !eeHs 51 per cent stake in Godrej -ara !ee
I%er the last fe years, e ha%e folloed a %ery disciplined and focused approach to
identifying ac=uisitions that represent a strong fit ith our business, both
strategically and operationally,0 Godrej 2onsumer 4roducts chairman Adi Godrej
recently said in a statement. #he ac=uisitions, fast and furious that they ha%e been,
appear fragmented across geographies and product lines. 7or the company, there is
method in the madness.
0?tHs our H& by &H matri/ strategy,0 says Godrej 2onsumer 4roducts managing director
Aalip - ehgal. #he company ill operate in three continents FAsia, Africa and -outh
AmericaG in three categoriesL Eair care, home care Fincluding insecticidesG and
personal ash. #he three continents ha%e no begun to gro fast, hich has opened
a huge market for consumer products. #hese are also markets here multinationals
like ;nile%er, 4rocter K Gamble and !HIreal donHt ha%e an o%erbearing presence<
this lea%es ample scope for smaller companies and regional brands to gro.
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And the three product categories are those in hich the Godrej group has done ell
in its domestic market. Godrej 2onsumer 4roducts is the leader in hair colours and
dyes ith brands like Godrej D/pert, 1ene and 2olour -oft. ?ts Godrej +o. 1 is the
third$largest brand in the soap market after Eindustan ;nile%erHs !ifebuoy and !u/.
And Godrej -ara !ee leads the pack in household insecticides ith brands like
Goodknight, Eit and .et.
4?1I.-EA GIA1D.
#he 2ompany celebrated its centenary in 1999. ?n 1899 a young man named
Ardeshir Godrej ga%e up la and turned to lock making. Ardeshir ent on to make
safes and security e=uipment of the highest order, and then stunned the orld by
creating toilet soap from %egetable oil.
Eis brother 4irojsha Godrej carried ArdeshirMs dream forard. !eading Godrej
toards becoming a %ibrant, multi$business enterprise. 4irojsha laid the foundation
for the spraling industrial garden tonship F?-I 1'**1$certifiedG no called
4irojshanagar in the suburbs of 5umbai< Godrej touches the li%es of millions of
?ndians e%ery day. #o them. ?t is a symbol of enduring ideals in a changing orld.
Ee as the son of Burjorji Godrej and a member of the 4arsi community. )orking
ith his elder brother Ardeshir Godrej, ho as the in%enti%e force behind the
partnership, 4irojsha made Godreja household name in ?ndia. 4irojsha had three
sons, -ohrab, Burjor, ho married .ai Aastur, and +aoroji, popularly knon as
+a%al, ho married -oonoo Aastur.
Ee also had a daughter named Aosa, ho married ,aikhushroo +aoroji. 4irojsha
e/perienced a great tragedy in his life hen his young ife named -oonabai died in
5ussoorie due to the influen"a epidemic. #he industrial
tonship 4irojshaaganr outside 5umbai is named after him. #he logo of the Godrej.
12
AA? GIA1D.M- B;-?+D-- -#1A#DG6
Adi Godrej is famous for implementing long term business strategies and made the Godrej
group into a profit making poerhouse by pro%iding focus moderni"ation and systemati"ed
management. Ee had also implemented process impro%ements hich ha%e helped the
Godrej group impro%e their reputation in the orld market. Ee also focused on
implementing major changes in the =uality management process of the consumer products.
he is regarded as one of the best entrepreneurs of the our country as he has made the best
use of globali"ation by implementing major policy changes in the company to take full
ad%antage of globali"ation after the liberali"ation process.
Adi Godrej as able to do this by re$structuring the companies processes for o%er 1* years
and as ultimately able to make each company under the Godrej group a stand Nalone
company ith a 2DI@2II from outside the Godrej family. ;nder Adi GodrejMs guidance
and leadership, #he 2ompany has e/panded their business and offices in o%er 5* countries
all o%er the orld. Godrej offices and manufacturing facilities are located in countries like
5alayasia, -ingapore, 3ietnam, Iman, -ri !anka, Bangladesh, ;.-, -pain, 7rance, ;.,.
?ndonesia and -outh Africa.
Adi GodrejMs also famous for making the communication process of the Godrej group as
transparent as possible and has initiated a programme called the 2hairmanMs #ea club here
he discusses the companies progress ith all his loer le%el and senior le%el managers o%er
a cup of tea and encourages the open door policy. Adi Godrej also belie%es in continuously
changing and impro%ing business process, Ee has recently implemented seminars and
sessions on team bonding and managing emotional stability sessions in the company.
13
Adi Godrej is also one of the first entrepreneurs to con%ert their E> located in 5umbai into
a completely green campus hich includes a 15* acre mangro%e forest in the company
premises. Ee belie%es that his team, his people, through their passion, initiati%e, creati%ity
and a compelling desire to impro%e and in in the marketplace are his biggest asset.
Ee has implemented a strong 4erformance ?mpro%ement 4rocess to reard people ho set
stretch goals and deli%er e/emplary performance. #he Group has also undertaken a coaching
initiati%e to enhance indi%idual performance and harness organi"ational talent.C Adi Godrej
himself gets e/posed get e/posed to at least &* days of educati%e training in a year. Adi
Godrej encourages in e/posing his team to cutting edge management thinkers.
Adi Godrej has made large in%estments in 1KA and has An D14 system, and used to use
57G$41I earlier and no appro%ed the -A4 softare hich is used efficiently hich
integrates our suppliers, customers and distributors. -e%eral D$business initiati%es, both B(B
and B(2 ha%e been implemented.
Adi Godrej considers the ?nternet as an important producti%ity impro%ement tool. #he Group
has undertaken major organi"ational and financial restructuring in order to pro%ide a
competiti%e edge to all the strategic business units in the group. 5any of the group
companies use the Dconomic 3alue Added concept for performance measurement and
%ariable remuneration plans.
1
5A1,D#?+G A+A B1A+A?+G
J 1e%itali"es 5aster Brand strategy and identity for greater synergies across business and
brand portfolio.
J 2reates ne 5arketing and Branding strategy geared to supporting the groupMs re%enue
groth target of (5$&*O annually.
J Iutlines a ne portfolio management strategy to ma/imi"e the %alue of the Godrej brand
and associated businesses. Adi Godrej said B#he ?ndian consumer no has a more
demanding and youthful mindset.
J At Godrej e ha%e alays been at the helm of changing and redefining the marketplace
and this ill no be reflected in a marketing and branding strategy that accelerates
profitable groth.C
1*
J .amshyd Godrej said B2onsumer insight has alays been an important part of our decision$
making. )e no ant to make our proprietary consumer research the core of our business
strategy and create a uni=ue consumer e/perience associated ith Godrej.C
J #he re%itali"ed corporate identity is a result of a detailed analysis of our %ast product,
ser%ice and business portfolio. ;sing the Godrej brand as a unifier of our businesses and
people made sense because it is our most %aluable asset,
J it cannot be replicated and it spans all our businessesC said #anya Aubash, D/ecuti%e
Airector and 4resident, 5arketing.
J Godrej 5aster Brand.
GIA1D. #?5D!?+DL
1897 $ Godrej is established in 1899
1902 $ Godrej makes its first ?ndian -afe
1918 $ Godrej -oaps !imited incorporated
1961$ Godrej -tarted 5anufacturing 7orklift #rucks in ?ndia
1,
1971$ Godrej Agro%et !imited began as an Animal 7eeds di%ision of Godrej
-oaps
1974 $ 3eg oils di%ision in )adala, 5umbai ac=uired
1990 Godrej 4roperties !imited another subsidiary, established

1991 $ 7oods business started l9th incorporated
2006 $ 7oods business as merged ith Godrej #ea and Godrej #ea renamed Godrej
Be%erages K 7oods !imited
2007 $ Godrej Be%erages K 7oods !imited formed a .3 ith #he Eershey 2ompany of
+orth America and the company as renamed Godrej Eershey 7oods K Be%erages
!imited
2008 $ Godrej re$launched itself ith ne colourful logo and fresh identity music
2010 $ Godrej launched Go$.iyo a free broser based &A %irtual orld
2011 $ Godrej K Boyce shuts don
?ts typeriter manufacturing plant, the last in the orld.
GIA1D. 2I14I1A#D -I2?A! 1D-4I+-?B?!?#6
1/
#he Godrej Group has been acti%ely in%ol%ed in many philanthropic and social
acti%ities. ?t has built schools, dispensaries and a residential comple/ for their
employees and their families.
?t has also established many #rusts and 7oundations hich in%est in education,
health care and up$liftment of the underpri%ileged.
?t has built many green en%irons, nurseries and gardens hich sho their lo%e for
nature. ?t is an acti%e donor to the )orld )ildlife 7und in ?ndia and has also
de%eloped a green business campus in 3ikhroli 5umbai.
#he campus includes a 15* acre mangro%e forest ith flourishing ildlife and a
school for its employeesM children.
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DEFINITION OF S3OT ANA4!SES
Stre+gths
1.!eader among ?ndiaMs 752G companies
-ome brands in 1** most trusted brands
4resence in more than 8* countries
I%er 1,&** full$time employees
)idespread distribution netork across ?ndia
#o support the sales team it has a netork of && 2K7 agents, 1,(**P distributors, 15*
super stockists, &,(** sub stockists and 85*,*** retailers in ?ndia.
1ecogni"ed Godrej 1esearch K Ae%elopment 2entre(
11
3ea5+ess

5arket share is limited due to presence of other strong 752G brands(
Godrej products has stiff competition from big domestic players and international
brand(
O..ortu+ity
#ap rural markets and increase penetration in urban area(
5ergers and ac=uisitions to strengthen the brand(
?ncreasing purchasing poer of people thereby increasing demand(
Threats
1.?ntense and increasing competition amongst other 752G companies
(.7A? in retail thereby alloing international brands
&.2ompetition from unbranded and local products
22
$ase Stu&y

Godrej Group consists of to corporate entitiesL Godrej 2onsumer 4roducts and
Godrej ?ndustries. Godrej ?ndustries !td. FG?!G is ?ndiaHs leading manufacturer of
oleo$chemicals and makes more than a hundred chemicals for use in o%er to do"en
industries. ?t also has a major presence in food products such as refined oil and tetra
pack fruit be%erages. Besides, it operates businesses in medical diagnostics and real
estate.
Godrej 2onsumer 4roducts !td. FG24!G is a major player in the ?ndian 752G market
ith leadership in personal, hair, household and fabric care segments. Dach company
has se%eral -B;Ms, di%isions and factories.
#hey are presently e/porting their products to &* countries.
Backg!"#$
#he 2ompany G24! is a result of the demerger of the 2onsumer 4roducts Ai%ision of
Godrej -oaps !imited Fno renamed Godrej ?ndustries !td.G 7ocused 752G
company 4resence in 4ersonal, Eair, 7abric K Eousehold care market categories
5arket !eadership in Eair 2olour K !i=uid Aetergents Eigh -tandards of 2orporate
Go%ernance Ins all its Brands G24! $ category$ise 1e%enue and Groth 7igures
in parentheses refer to re%enue groth rates Fnet of e/ciseG o%er corresponding period
of pre%ious year -oaps(
21
1. Godrej 2onsumer $ A ne focus Godrej -oaps !imited 2onsumer business as
part of the conglomerate, ith core profitability of the consumer segment not
being unlocked Godrej ?ndustries focus on AI- and 7atty Alcohol along ith
in%estments in Godrej -ara !ee and Godrej Agro%et as not appreciated by the
market 2onse=uently, G24! as de$merged from Godrej -oaps !imited Frenamed
as Godrej ?ndustries !imitedG. G24!Ms focus is the 752G sector ith emphasis
on personal K household care Godrej 2onsumer G24! emerges as one of the
fastest groing 752G companies ith a 2AG1 of (*O for past & years 7our
categoriesL soaps, hair colours, toiletries and detergents 7ocus on employee
empoerment and performance linked incenti%es has led to this phenomenal
groth Asset efficiency ratios rank among the highest amongst peers ith 1I2D
for 76(**( at 9*O(
2. Godrej 2onsumer 4roducts !tdL A ne management Board of Airectors >ualifications
Adi Godrej $ 2hairman K 5anaging Airector 5.-. F5?#G .amshyd Godrej B.-.
F?llinois ?nstitute of #echnologyG +adir Godrej B.-. F5?#G, 5.-.F-tanfordG,
5.B.A. FEar%ardG Bala Balachandran Aistinguished 4rofessor at ,ellogg 1ama
Bijapurkar 7aculty at ??5A, 5arketing -trategist Bharat Aoshi 72A, 72-, !!5,
45A FEar%ardG Anupam 4uri D/$partner, 5c,insey Eoshedar 4ress
$D/ec.Airector K 4resident B.#ech F??#G, 4GAB5 F??5G(
1. 2urrent -hareholding 4attern K -hareholder ?nformation G24! shares are traded
on #he -tock D/change, 5umbai FB-DG, +ational -tock D/change F+-DG K stock
e/changes at 2hennai, ,olkata, Aelhi and Ahmedabad. !isted on B-D on 18$.une$
*1 !isted on +-D on (*$.une$*1
4 7acilities K +etork 5anufacturing 7acilities $ & Branches $ ' 2 K 7 Agents $ &(
Aistributors $ (*** 1etail Iutlets co%ered $ Abo%e 5**,*** 1etail 2o%erage of any
Godrej -oap $ 1.8 mn 1etail 2o%erage of any Godrej Eair Aye $ 1.( mn
22
5. 4roduct 4rofile G24! Brand 5atri/ -ourcesL I1G$5A1G retail sales audit for
76(**( 1s mn ,ey Brands 7abric K Eousehold 2are Eair 2are 4ersonal 2are(
P%&!'a#c%
G24! 4erformance Eighlights G24! outperformed its peers in the 752G sector
5arket Groth G24! Groth >( 76*& 76*( >( 76*& 76*( #oilet -oaps $&.1O
$8O 18O 1*O Eair 2olour $1.5O 1*O 18O 19O !i=uid Aetergents ((.'O $11O
51O 1*O -ourceL I1G 5A1G retail sales audit for 752G industry >( 76*&
figures for ?ndustry is for .uly K August M*((
T!(a) *"a)+(, Ma#ag%'%#( -T*M. /!k01!20
Godrej started total =uality management F#>5G orkshops in 1995, to inculcate a
Qpositi%e ork cultureH in the company. ?n 1999, all the 5,*** employees of G-!
ere put through a three$day orkshop as part of the 0%isioning0 session of #>5.
3Pa+4a(a#
?n (***, H4ari%artanH as launched in G-! ith the objecti%e of moti%ating
employees as ell as imparting knoledge about the sales functions of G-!. A team
of 18 senior e/ecuti%es from all di%isions spanning sales, logistics and E1 ere
called on to pro%ide necessary inputs.
23
S2ak
#he objecti%e of the -park programme, initiated by G?! in -eptember (**(, as to
0train the trainers0. #he training programme as aimed at e=uipping the managers to
become successful coaches. G?!, in association ith a Aelhi$based E1 consultant,
conducted a host of orkshops to enable the managers assume the role of a coach.
C+(+c+0'0
Ine criticism against the training and de%elopment programs at Godrej as that
there ere no measurement techni=ues to judge the effecti%eness of the programs.
7or e/ample, no specific measures ere de%eloped to determine the e/tent to hich
the interpersonal and negotiation skills training aided the employees to de%elop a
more robust business concept.
#he Godrej Group as established in 1899 by 5r Ardeshir Godrej ho as a
%isionary and could sense the potential tomorroMs ?ndia ould ha%e. Godrej today
forms an integral part of e%ery ?ndians life, one out of three ?ndians use at least one
Godrej 4roduct daily. )ith a turno%er of 1.8 billion, Godrej empire today has
manufacturing facilities across 8 countries and has di%ersified itself immensely o%er
the years and together ith 9 major companies it has successfully made its mark in
752G, home care and personal care products, retail, chemicals, office products and
real estate to name a fe. Godrej K Boyce, Godrej ?ndustries, Godrej 4roperties,
Godrej 2onsumer 4roduct and Godrej Eousehold 4roduct are a fe companies
under the Godrej Dmpire hich are making life easier for us by relentlessly
pursuing their goals of e/cellence in %arious fields. ?t is due to this that Godrej is
today one of the biggest 752G player in ?ndia(
T1% #%%$
#he Godrej group e/ecutes its business using the folloing entitiesL #hey ha%e
2
6 8 7actories
6 &8 27As F2arrying and 7orarding AgentsG
6 1(5* Aistributors
#he Eead office is located at 3ikroli, 5umbai hile 8 factory locations, &8 27As
and 1(5* Aistributors spread across the country. -o the users ill be 5anagement,
5iddle 5anagement and the decision makers like
6 Business Eead
J -enior 5anagement.
J 7inance 5anagement.
J 2ommercial and !ogistic 5anagement.
J Brand 5anagers.
J -ales 5anagers.
Godrej ha%e 57G$41I systems implemented at each location. Godrej had Iracle
D/press based system for creating 5?- reports using a data arehouse. #he support
for Iracle D/press %ersion hich as being used by Godrej as no longer
a%ailable. 7urther, the maintenance cost of the Iracle D/press based system as
%ery high. ?n addition, the earlier system re=uired lot of coding to clean up and
accumulate data from %arious sources before it could be con%erted to a B? compliant
data repository. #he system as a%ailable only to a selected fe personnel in head
office.
?t as technically e/tremely difficult to e/pose the system to personnel outside the
corporate head office. Aue to this the benefits accrued from the system ere
se%erely limited. 2ase -tudy R Godrej ?ndustries !imited(
P+4a(% a#$ C!#&+$%#(+a) Ma%0(!0 M%$)+#% S,0(%'0 L+'+(%$
2*
Aue to these limitations, all aspects of business information ere not a part of the
Iracle D/press based data arehouse. 7or these reasons it as necessary to mo%e to
a more producti%e and con%enient system for managing the data arehouse and
creating fle/ible B? reports. -o Godrej decided to migrate the data arehouse and
the reports to the 5icrosoft platform hich uses 5- ->! -er%er (*** for the Aata
arehouse, 5- ->! -er%er (*** Analysis -er%ice for creating I!A4 2ubes. ??- 8
as the eb ser%er and
S!)"(+!#
Godrej 2?I 5r. 5ani 5ulki entrusted the ork of creating a ->! -er%er based B?
solution to 5aestros 5ediline -ystems !td. 5aestros has no de%eloped an
D/tranet B? application for keeping track of their -ales, 7inance and 4erformance of
se%eral -B;Ms. #he application de%eloped for the companies of Godrej and the
respecti%e modules are as follos.
1G Godrej 2onsumer 4roducts !imited FG24!G.
aG G24!$-ales.
iG 4rimary -ales
iiG -econdary -ales
iiiG D1?-
bG G24!$7inance.
(G Godrej ?ndustries !imited FG?!G.
aG G?! -ales and costing.
bG 4erformance 1eport.
#he application is de%eloped using 5- ->! -er%er (*** for the Aata arehouse,
5- ->! -er%er (*** Analysis -er%ice for creating I!A4 2ubes. ??- 8 as the eb
ser%er and ?nternet e/plorer 5.5 or later as the client broser. -ome of the reports
made using Iffice )eb 2omponents to allo fle/ible pi%ot$table functionality on
the broser and some reports are made in D/cel.
2,
#he data is e/tracted from different locations 57G$4ro systems in the form of te/t
files. #hese te/t files are collected at their head office in 5umbai and are used as
source of the Aata(
/a%1!"0%.
#he system uses 5- ->! Aata #ransformation -er%ice FA#-G to e/tract the data
from te/t file collected from se%eral locations and load into the Aata )arehouse.
#he cubes are created using 5- ->! -er%er (*** Analysis -er%ice.
#he ebsite is de%eloped using 7ront4age (**& and reports uses Iffice )eb
2omponents FI)2G. #he hole migration of ( yrs. Eistorical data is done in to the
ne system de%eloped by 5aestros mediline.
#here are & different sites de%eloped by 5aestros 5ediline, one for G24!, one for
G?! -ales and 2osting and one for 4erformance 1eport for all -B;s.
2ase -tudy R Godrej ?ndustries !imited 4ri%ate and 2onfidential 5aestros 5ediline
-ystems !imited 2urrently the reports are %ieed only in the intranet en%ironment
but %ery soon the applications ill be a%ailable on ?nternet using a secure link all
reports are automatically filtered based upon the role of the currently logged on
user. #his ensures that data rele%ant to a specific person is %isible in a secure manner
e%en o%er the ?nternet.
A5a$0 A#$ 6!#!"0

Godrej 2onsumer 4roducts !imited ranks 9
(1
?n (1% 7%a( P)ac% (! /!k
S"4%, &! 2008.

G24!, the Eighest 1anked I#$+a# 8MC7 +# A0+a30 6!( 7!5(1
C!'2a#+%0 9L+0( by Business )eek(

Godrej 2onsumer 4roducts !td. has been ranked 14
(1
in Godrej 2onsumer
4roducts 1anks 6
(1
?n ET:6%5+(( B%0( E'2)!,%0 !& I#$+a 0"4%,.
G24! ranked 15
(1
?n 7%a( P)ac%0 (! /!k 2006 0"4%,.
2/
#he 2orporate C+(+;%# !& (1% <%a A5a$ gi%en by Dconomic #imes.
8)ag01+2 =a#$0
7!!$ k#+g1( C+#(1!) and E;%% -elected S"2% =a#$0 by the -uper brands
2ouncil.
Godrej -ara !ee, the .3 beteen the Godrej Group and -ara lee 2orporation, ;-A
is acknoledged the /!)$30 )ag%0( 'a( 'a#"&ac("%0 a#$ S!"(1 A0+a>0
)ag%0( 'a#"&ac("%0 !& C!+)0.
Godrej 2onsumer 4roducts !imited, adjudged as a B"0+#%00 S"2% =a#$ by the
-uper Brands 2ouncil.
T1% R%("# !# Ca2+(a) E'2)!,%$ and R%("# !# N%( /!(1 a(+!0 of Godrej
2onsumer 4roducts(
6+g1%0( +# c!2!a(% I#$+a
Godrej 2onsumer 4roducts as aarded the 0B%0( Ma#ag%$ /!k&!c%C aard
gi%en by Eeitt Associates and 2+B2 #318.
Godrej 2onsumer 4roducts features in the T!2 25 )+0( !& 7%a( P)ac%0 (!
/!k F-ur%ey conducted by Gro #alent in association ith Business )orldG for
four years in a ro.
L+&%(+'% Ac1+%4%'%#( A5a$
20
Godrej ?ndustries from 2ED5DS2?!, the Basic 2hemicals 4harmaceuticals and
2osmetics D/ports 4romotion 2ouncil.
2006
!alji 5ehrotra 7oundation Aard for D/cellence, conferred by +ational -ociety for
D=ual Ipportunities for the Eandicapped.

Great -on of ?ndia Aard gi%en to -ohrab Godrej by +ational 2on%ention for
4rotection of ?ndiaHs 1esources and Dn%ironment.

2005
B+E- Green Go%ernance Aard for the 2ategory $ 2onser%ation K1estoration of
Eabitat, aarded to Godrej K Boyce 5fg. 2o. !td

200?
Dconomic #imes 2orporate D/cellence Aard for 2orporate 2iti"enship

1994
+isarga 5itra Aard from 1otary 2lub of Bombay, 3ikhroli for Dn%ironmental
2onser%ation

1991
?ndira Gandhi 4arya%aran 4uraskar aarded to -ohrabji Godrej(

1989
?nstitution of Dconomic -tudies !ok -hree Aard for -ocial 2ommitment toards
the society(
21
BUSINESS 8ACTS

C!#(+#"!"0), %@2a#$+#g 'ak%(+#g a#$ 0a)%0 +#&a0("c("%
G24! possesses a ell$entrenched and established distribution netork ser%iced by
a highly moti%ated sales organi"ationJ 2onsistent focus on enhancing reach and
presence especially in groing domestic rural regions as ell as international
marketsJ -ophisticated ?# connecti%ity ith distributors(
R!="0( 'a#"&ac("+#g a#$ S"22), C1a+# c!'2%(%#c+%0
-tate of the art manufacturing facilities spread across the countryJ 7actories strongly
committed to #>5 culture, adhering to ?nternational K ?ndian -tandards and
systems and folloing Good 5anufacturing 4ractices FG54G J -ophisticated D14
systems across the business(
/%)):$%4%)!2%$ RAD ca2a=+)+(+%0
7ocus on inno%ation and de%elopment of no%el consumer centric products and
processes.
32
8INDIN7
After completing the sur%ey and analy"ing the responses of the persons, e
came across the folloing factsL $
A large number of consumers are using Godrej e=uipment like A2Ms,
1efrigerator and are =uite satisfied ith the performance of the appliances.
5ajority of the respondents in the sur%ey ere found reluctant about gi%ing
details to us.
D/isting customers of Godrej are satisfied ith after sales ser%ices, ith fe
e/ceptions.
2ustomer think that brand name of the company can influence their purchase
decision(
31
RECOMMENDATIONS
2ompany should focus on pricing policy in comparison to its competitors
because its competitors pro%ide same products in loer rates.
#he company should ha%e to focus better design for product.
#he company should focus on their after sale ser%icesL$
2ompany -hould ?ncrease 5an 4oer for sales.
#he customer rate =uality of the ser%ice as the most rele%ant one and hence
Godrej should maintain the =uality in products and after -ale ser%ices and
should make impro%ements in this feature.
5any of dissatisfied Aealers asked for more information about +e
schemes .-o the dissatisfaction may be due to not pro%iding the latest nes
about ne schemes .-o the company can make use of this opportunity to retain
its Aealers by pro%iding the right nes..
#he product design is not as charming As 2ompare to, !G and -amsung. As
per sur%ey most of dealer discuss about it sale hich is don due to design.
Any complaint is obser%ed from the dealers, it should be dealt =uickly. #his
ill reduce the chance for dissatisfaction.
2ompany should try to maintain competiti%e prices for consumers, and should
focus on these to keep the brand image in the minds of people.
5arket strategies of home appliances pro%iders should emphasi"e in price
strategy.
32
$ON$47SION
I%erall objecti%e of the study as to find out the Aealers perception about
GodrejMs product and their %ie, and to find out their satisfaction toards the
sale and ser%ice compare to its competitors. #he study re%ealed the picture of
Aealers perception and satisfaction hich help Godrej to encourage more
people to be the customers@consumers of Godrej.
#hat most of dealerMs are happy ith it Aealership And many otherMs dealer
ant to sitch their dealership to Godrej alone and to get it ith their pre%ious
dealership for other company .and also 5arketing is key factor for e%erything
in sale, and by study e get more of dealerMs are complained about locali"e
marketing of Godrej is not supported as compare to others, so it has to
increase .at the end ? ant say that Godrej ha%e a good position in mind of
dealerMs and customerTs(
#he study re%ealed the picture of customer perception and satisfaction
hich help Godrej to encouage more people to be thecustomers@consumers of
Godrej. #hat most of customers are happy ith it consume the Godrej produce.
And many others customer ants to purchase the Godrej product. And by
study e get more of customer are complained about Godrej ser%ice, so it has
to increase ser%ice of Godrej.
And also 5arketing is key factor for e%erything in sale, and by study e get
more of dealers are complained about locali"e marketing of Godrej is not
supported as compare to others, so it has to increase at the end ? ant say that
Godrej ha%e a good position in mind of dealers and customers GIA1D. is
e/panding its business e%ery year by continuously trying to ac=uire many
ne businesses in all o%er ?ndia.
33
Tha+5 you
8i9liogra.hy
3
BOOK REFERRED
Author +ame : michael va;(
Title o< 9oo5 : Strategic ma+ageme+t
"u9lisher +ame : ma+a+ .ra5asha+
!ear o< a&&itio+ : 2213(
INTERNET WEBSITE(
3==( go&re-(com
3==( go&re-a..lia+ces(com
3==( M9alectures(com
3==( =i5i.=&ia(com