Assingment

STRATEGIC ANALYSIS OF BERGER PAINT

BANGLADESH LIMITED

Course Name
Strategic Management

Course Title
MBA 550

Submitted To
Dr. Nazmul Mohammed
Submitted By
Rushmita Paul
ID: 1330028
Date of Submission:

Contents
Executive Summary.........................................................................................................................4
1.0 Introduction................................................................................................................................4
2.0 Paint Industry of Bangladesh.....................................................................................................5
3.0 Company Background of Berger Paints Bangladesh Limited...................................................5
4.0 Market Share Analysis...............................................................................................................6
5.0 Key Recent Industry Changes...................................................................................................7
6.0 External Analysis.......................................................................................................................7
6.1 Macro Environment Analysis.................................................................................................7
6.1.1 Economic Factors:...........................................................................................................7
6.1.2 Technological Factors:.....................................................................................................8
6.1.3 Socio-cultural Factors:....................................................................................................8
6.1.4 Global Factors:................................................................................................................8
6.2 Porters five forces analysis...................................................................................................8
6.2.1 Bargaining power of buyers:...........................................................................................9
6.2.2 Bargaining power of suppliers:.......................................................................................9
6.2.3 Rivalry among Competitors:...........................................................................................9
6.2.4 Threat of substitute products:..........................................................................................9
6.2.5 Threat of new entrants:....................................................................................................9
6.3 Industry Attractiveness...........................................................................................................9
6.4 Critical Success Factors.......................................................................................................10
7.0 Internal Analysis......................................................................................................................10
7.1 Core competencies...............................................................................................................10
7.1.1 Quality product:.............................................................................................................10
7.1.2Technology Orientation:.................................................................................................10
7.1.3 Corporate and Brand Image:..........................................................................................11
7.2 SWOT analysis.....................................................................................................................11
Strengths:................................................................................................................................11
Weaknesses:............................................................................................................................11
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Opportunities:.........................................................................................................................12
Threats:...................................................................................................................................12
8.0 Competitive Strategies and Implementation............................................................................12
8.1 Market Skimming................................................................................................................12
8.1.1 Market Penetration:.......................................................................................................13
8.2 CSR policy...........................................................................................................................13
8.2.1 Berger Award for young Architects:..............................................................................13
8.2.2 Scholarship Program for Khulna University Students:.................................................14
9.0 Recommendations and Future Challenges...............................................................................14
10.0 References..........................................................................................................................15

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Executive Summary
Bangladeshs paint industry had recorded a healthy average growth of 13% over the past seven
years, in terms of volume. Last year, the country produced 76,350 tons of paints. The domestic
industry was valued at $150m in 2009, representing more than a threefold increase from 2002,
with per capital consumption doubling to 0.46 kg/year over the same period. About three-fourths
of the paints produced goes into architectural applications, while a much smaller fraction goes
into industrial (12%) and shipbuilding (6%) sectors, based on industry data.
Berger paints Bangladesh Limited is not only a company with reputation but is a name to the
dynamic industry which has history and the pride to be the best at what it does. Berger Paints
Bangladesh Limited often referred to as BPBL is considered to be the market leader in
Bangladesh and has a wide array of products such as Regular Coatings, Industrial Paints, Marine
Paints, Outdoor Paints Protective, Color Bank, Textured Coatings, Heat Resistant Paints,
Roofing Compounds and Epoxies and Powder Coatings. BPBL gives a comprehensive and
sustainable painting solution and providing the best customer support.
BPBL is operating by far as the market leader and enjoying 58% of the national paint market
share according to the retail audit. The nearest competitor is Asian Paints who resides far below
the market leader with 13% market share, Elite Paint has 8%, Roxy has 7%, Pailac has 6.7%, and
others occupying the market with 7.3% market share.
Bergers core competencies are Corporate and Brand Image, Quality product, Technology
Orientation. These are serving as a source of competitive advantage for a firm over its rivals.
Throughout the years, BPBL has successfully positioned itself as provider of reliable and
superior quality paint products. But it is perceived as a premium priced company at semi-urban
and rural market. With the launch of the economy products Berger has the opportunity to
popularize at remote market. In addition, the credit driven market of Bangladesh can be a threat
to Bergers rigid credit policy.
RAK paints, a UAE based conglomerate has recently entered into the market & they are making
every effort to capture the market share. BPBL should observe its competitors strategy if
necessary they have to change their strategy as well to retain the position of market leader.

1.0 Introduction
The paint industry in Bangladesh is estimated to be around BDT 10 billion. This industry
growing with the growth of ship building industry, Real estate industry and other related industry
where paint material is needed. Berger Paints Bangladesh Limited is by far the largest player in
the countrys paint industry. In terms of sales volume, Berger controls more than 58% of the
market share. Asian Paints, Roxy Paints, Pailac and Elite Paints are some main competitors of
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Berger Paints in the local market. The domestic demand for decorative paints is entirely met by
the local companies. However, in terms of quality, the domestic manufacturers lag behind the
international brands.

2.0 Paint Industry of Bangladesh

Bangladeshs paint industry has been growing at a double-digit rate for the past several years
riding on the increasing demand from the construction sector, market players said. Bangladesh is
expected to produce 12% more paints this year, due to the construction boom in major cities
borne of the country's industrialization and urbanization.
Bangladeshs paint industry had recorded a healthy average growth of 13% over the past seven
years, in terms of volume. Last year, the country produced 76,350 tons of paints.
The domestic industry was valued at $150m in 2009, representing more than a threefold increase
from 2002, with per capital consumption doubling to 0.46 kg/year over the same period. About
three-fourths of the paints produced goes into architectural applications, while a much smaller
fraction goes into industrial (12%) and shipbuilding (6%) sectors, based on industry data.
But the local industry, particularly the smaller-scale manufacturers, had to contend with
narrowing margins due to rising prices of imported raw materials, industry sources said.
Bangladesh procures its raw materials, including methyl methacrylate (MMA) use in coatings
and emulsions, mostly from Southeast Asia, they said.

3.0 Company Background of Berger Paints Bangladesh Limited

The core business of Berger Paints Bangladesh Limited (BPBL) is manufacturing and marketing
of paints, varnishes and coatings. The company has been involved in the business in this part of
the world since 1950, when paints were first imported from Berger UK and subsequently from
Berger Pakistan. In 1970, the company set its paint factory in Chittagong. The company was
renamed from Jenson & Nicholson (Bangladesh) Limited to Berger Paints Bangladesh Limited
in 1980. The company offloaded 5% shares to the public and listed with the Dhaka Stock
Exchange in December 2005.
Berger paints Bangladesh Limited is not only a company with reputation but is a name to the
dynamic industry which has history and the pride to be the best at what it does. Berger Paints
Bangladesh Limited often referred to as BPBL is considered to be the market leader in
Bangladesh and has a wide array of products such as Regular Coatings, Industrial Paints, Marine
Paints, Outdoor Paints Protective, Color Bank, Textured Coatings, Heat Resistant Paints,
Roofing Compounds and Epoxies and Powder Coatings. BPBL gives a comprehensive and
sustainable painting solution and providing the best customer support. It connects consumers to
technology through specialized services. It has a strong distribution Networking, Berger has
reached almost every corner of Bangladesh. Whether it is worldclass range or durability,
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Bergeris always ready to answer to all weather conditions. It strives for the improvement of
Quality of Work Life with competitive advantage
Berger Paints Bangladesh Limited is basically managed by its Finance, Supply Chain, IT,
Budget, Marketing & Sales departments. The manufacturing units at Dhaka and Chittagong are
also the strategic advantages that it has because of their location. Bergers corporate strategy is to
build larger market share through providing quality and speedy service. Its primary focus is to
strengthen its current position by provided value added customer service. BPBL is committed to
get highest consumer satisfaction. BPBL is committed to express itself as an ethical and socially
responsible company by producing environment friendly paints, in an environment friendly
production plants. BPBL is made up of well experienced, well trained, highly educated officials
and very dedicated and experienced employees along with the stakeholders. BPBL is nothing
without its valued customers. So, to serve the best to the customers has been on top of all
priorities.

4.0 Market Share Analysis

At present Bangladesh paint industry has 5 companies who have significant market share. BPBL
is operating by far as the market leader and enjoying 58% of the national paint market share
according to the retail audit. The nearest competitor is Asian Paints who resides far below the
market leader in aspect of the market share.
The following table shows the present market share of different companies in the paint industry
in Bangladesh.
Table: 1 Market Share Analysis of Berger Pints Bangladesh Limited
Companies
BPBL
Asian Paints
Elite Paint
Roxy
Pailac
Others
Total

Market Share
58%
13%
8%
7%
6.7%
7.3%
100%

From the above table it can be seen that Berger controls the large proportion of the market,
nearly 58%, and the closest competitor of Berger that is Elite Paint is far away.

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5.0 Key Recent Industry Changes

The prices of raw materials of paint industry have usually seen an upward trend during the last
couple of years, and most of the companies have outsourced their raw materials from abroad. .
However Berger has been mitigating the effect of inflation by strategic purchase and adjustment
in product price.

6.0 External Analysis

A companys external environment consists of all the relevant factors and influences outside the
companys boundaries. Relevant means important enough to have a bearing on the decisions the
company ultimately makes about its direction, objectives strategy and business model.
The External Analysis examines opportunities and threats that exist in the particular industry
environment. The External analysis is a constructive instrument for understanding risks
associated with market growth or decline, and as such the position, potential and direction for a
business or organization. It uses a framework of external factors for macro-environmental
scanning of the industry and Porter five forces analysis to help in taking advantage of
opportunities and making contingency plans for threats.
The central components of external analysis are:
1 The macro-environment.
2. Industry Structure.
3. Strategic group mapping.
4. Competitor analysis.
5. Critical success factors.

6.1 Macro Environment Analysis

The general environment is composed of factors that can have dramatic effects on firm strategy.
Typically, a firm has little ability to predict trends and events in the general environment and less
ability to control them. General environment of paint industry of Bangladesh is divided into four
segments- economic, technological, socio-cultural and global.
6.1.1 Economic Factors: The economic environment refers to the nature and direction of the
economy in which a firm competes or may compete. The economic condition of the country
probably has the largest effect on the possibility and failures of paint market in the Dhaka city.
As the raw materials are imported the currency exchange rates and inflation of the country has an
immense influence in determining the fate of the business. Recently home currency has been
depreciated and it might put an extra pressure on import cost. Increase in prices of oil also has a
negative effect of the paint market because oil is necessary for solvent based paints.
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6.1.2 Technological Factors: New advanced technologies are now used to create new colors for
the paint industry. Some big companies like Berger paints Bangladesh Ltd. use unique Tint
vision software which allows customer to see infinite color combination on the screen of the
computer. Exploitation of new technologies are helping the companies to come up with upgrades
shades of colors and designs that match with customers tastes and preferences. With the new
technologies companies can advertise their products through many channels which enabled them
to be more competitive in the market. All the paint majors have tie- ups with global Paint leaders
for technical know-how.
6.1.3 Socio-cultural Factors:This segment is concerned with societys attitudes and cultural
values. Lifestyle based spending by Bangladeshi middle class is helping decorative segment of
paint industry. Demand for paints from new housing is expected to constitute approximately 30%
of total demand; the rest comes in from repainting, mainly after the monsoon rains and before the
festive season .This is a function of disposable income, so improvement in rural incomes will
boost the growth in the paint sector. Lending institutions continue to make it easier for a
consumer to gather up the finances needed to buy homes. Within the decorative coatings
segment, considerable growth is being observed in the exterior coatings segment. Paint
manufacturers have launched premium products in this category which are doing to superior
quality and durability
6.1.4 Global Factors:Raw materials of paint industry are rare in Bangladesh. This industry is
dependent on global market for raw materials.

6.2 Porters five forces analysis

Porter's five forces analysis is a framework for industry analysis and business strategy
development formed by Michael E. Porter of Harvard Business School in 1979. It draws upon
industrial organization economics to derive five forces that determine the competitive intensity
and therefore attractiveness of a market. Attractiveness in this context refers to the overall
industry profitability. An "unattractive" industry is one in which the combination of these five
forces acts to drive down overall profitability. A very unattractive industry would be one
approaching "pure competition", in which available profits for all firms are driven to normal
profit. The five competitive forces are:
1. Bargaining power of buyers.
2. Barraging power of suppliers.
3. Rivalry among competitors.
4. Threat of substitute products.
5. Threat of new entrants.

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6.2.1 Bargaining power of buyers:The bargaining power of buyers explains how strong is the
position of buyers and whether they can work together in ordering large volumes. The markets
for paint industry include dealers, retailers and industrial concerns. For decorative paints the
principal outlets are the retailers and distributors. Large paint companies have a large proportion
of their outputs going to these outlets. They face a downward pressure from prices resulting from
the high bargaining power of buyers. Industrial and marine paints are supplied into fragmented
market and these can maintain higher margin but these products have lower volumes.
6.2.2 Bargaining power of suppliers:Paint industry is mainly raw materials dependent. Usually
most of the raw materials of the paint industry are usually imported from abroad, hence the paint
companies have no other option rather than importing, so the bargaining power of the foreign
suppliers are very strong. However the power is partly reduced, as some companies manufacture
the paint containers in their own factories.
6.2.3 Rivalry among Competitors:There are a good number of local paint manufacturing
companies (40 organized and at least 50 more in the informal sector) operating the paint market.
However most of them are playing lees vital role. At present Berger is holding majority of the
market share, nearly 58%, it is followed by Asian, Elite, Roxy, Pailac and others respectively.
Though rivalry among competitors are present, but it is not that strong, as Berger paints holds
majority of the share in the market, hence it has more controlling power over others in the
market. The closest competitor of Berger is Asian paints which are a far distance away in terms
of market share.
6.2.4 Threat of substitute products:The threat of substitute products and services explains how
easy a product or service can be substituted, especially made cheaper. There are a good number
of local paint manufacturing companies (40 organized and at least 50 more in the informal
sector) operating the paint market. All of them are producing similar products which mean that
there are many direct substitutes for most paint products. The non- essential nature of the product
means that there are a number of indirect substitutes like using wallpaper, tiling, plastic coating,
etc. therefore we can say that threat is substitutes are prominent in a paint industry.
6.2.5 Threat of new entrants:As entry barriers are low, the threat of new entrants entering the
industry are very high, and also the capital cost of entering the paint industry is also low. .
Recently RAK Group, a UAE-based conglomerate has started their operation in the paint
industry of Bangladesh.

6.3 Industry Attractiveness

Analyzing the external environment we can say that the industry is mostly attractive.as buyers
have weak positions and also the suppliers position are getting reduced. As Berger is the market
giant compare to others, so threat of substitute products are low, hence moderate rivalry can be
seen among competitors.
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6.4 Critical Success Factors

An industrys critical success factors are those things that most affect the industry members
ability to prosper in the market place. The key success factor of Berger can be referred to as the
quality of raw materials they use in their product, and also they keep on innovating time to time.
Its product Berger illusion, has created an own market for itself.

7.0 Internal Analysis

The purpose of internal analysis is to understand the strengths and weakness of the organization.
Strengths lead to superior performance and weakness lead to inferior performance. Internal
analysis gives managers the information to choose the strategies and business model to attain a
sustainable competitive advantage.

7.1 Core competencies

It refers to resources and capabilities that serve as a source of competitive advantage for a firm
over its rivals and competitive advantage refers to any factor that allows an organization to
differentiate its product from those of its competitors.
Core competencies of BPBL are, it has a valuable rare and costly to imitate, and nonsubstitutable Corporate and Brand image, quality of product is valuable rare and also costly to
imitate but substitutable, and technology orientation is also valuable rare and costly to imitate
but substitutable.
7.1.1 Quality product:
BPBL selects the raw materials from some of the best-known names in the world: MITSUI,
MOBIL, DUPONT, HOECHST, and BASF are a few to name. The superior quality of Berger's
products has been possible because of support from its advanced plants and an internationalstandard of strict quality. Following TQM it ensures the best to managing its efforts. Berger has
always tried to respond promptly to market feedback. As a result, Berger enjoys competitive
advantage over its competitors.
7.1.2Technology Orientation:
Berger has always been the most technologically oriented paint company of the country. It has
the most modern state-of-the-art production facilities installed in its Dhaka factory. Its Research
and Development (R&D) and Quality Control (QC) departments are equipped with the best
technologies in the country. Such technology driven strategy will definitely assist the future
business growth of the country.

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7.1.3 Corporate and Brand Image:

With the entry of Berger Paints into the Bangladesh market, the country has been able to benefit
from more than 245 years of global paint industry experience. . The experience of almost 55
years in the paint industry and the possession of the best brand image in paint industry will back
Berger to be successful against the competitors
Throughout the years, BPBL has successfully positioned itself as provider of reliable and
superior quality paint products. The company has always taken care in strategically positioning
itself as a superior class of its own in Bangladesh. As a result, its products are more recognized
and appreciated than any other in paint industry in Bangladesh

7.2 SWOT analysis

It is necessary for a company to find out its strength and weakness, which arise from external and
internal environment. Any organization has to consider its strength and weakness in developing
its plan so that it can easily achieve its organizational goal.
Strengths:
It is the pioneer in this industry and therefore enjoys first mover advantages.
At the moment they are the market leader as they are paying discount up to 22 % in the
different categories of product, Bonus Share to its shareholders, which is more than any
other paint company in the country.
Strong brand name.
BPBL has very high skilled, energetic, hardworking and motivated human resources.
BPBL believes and practices participative management.
BPBL is engaged in product diversification, this year they are expanding the illusion
product division and also introduced Excellent Home Decoration to their product.
Favorable access to distribution networks.
BPBL has a very strong client base among the paint companies; most of which are the
giant local and multinational organization such as, British American Tobacco Bangladesh,
Asian paint.
BPBL do not comply undue political influence.
Weaknesses:
Their lacking of punctuality for delivering products to the dealer.
Another major weakness of BPBL is lack of marketing activities to the customer.
High cost for importing raw materials.
The specialized products of Berger could not appeal to the Bangladeshi consumers as
they did to the international consumers.
Berger is perceived as a premium priced company at semi-urban and rural market.
Bergers credit policy is more rigid compared to its competitors
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Too much dependence on dealers both for sales volume and value
Opportunities:
With growth in our corporate sector, the demand for painting is also growing and
consequently, the paint industry.
By introducing new products such as floor painting, illusion design & automobile paints
BPBL can expand its market.
Arrival of new technologies
Increasing product line
Threats:
More than half of the raw material used by BPBL is imported from various countries, if
any dispute happens in that process the production in the country could get into jeopardy.
The higher bargaining power of few dealers can be a potential threat.
The competition is getting tougher day by day.
The credit driven market of Bangladesh can be a threat to Bergers rigid credit policy.

8.0 Competitive Strategies and Implementation

Berger paints corporate strategies includes both market skimming and penetration in order to
capture the market. The concept of market skimming involves charging a relatively high price for
a short time where a new, innovative, or much-improved product is launched onto a market. The
concept of market penetration involves the setting of lower, rather than higher prices in order to
achieve a large, if not dominant market share. The strategies are given below:

8.1 Market Skimming

A strategy where a highly innovative product is launched, research and development costs are
likely to be high, as are the costs of introducing the product to the market via promotion,
advertising etc. This strategy was carried out by Berger for the product named Rust blaster
which is mainly used for decapitating rust from steel. This product is highly innovative and only
launched by Berger, so for this reason the charged price is high for huge product promotion and
marketing. This strategy is having positive impact.
By charging high prices initially, a company can build a high-quality image for its product.
Charging initial high prices allows the firm the luxury of reducing them when the threat of
competition arrives. For providing high quality product Berger charges high price for its product.
For Berger products, this strategy is helping them to get more customers. This strategy is also
helping them to eliminate competition because other competitors are also providing good
products but in terms of creating image of providing good quality, Berger is a step ahead

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8.1.1 Market Penetration:

It means to maintain or increase the market share of current products, this can be achieved by a
combination of advertising, sales promotion and perhaps more resources dedicated to personal
selling. This strategy is implemented by Berger through providing samples of different colors,
advertising through banners and poster and also doing personal selling by using sales force to
provide customers more insight on different products.
Berger also has products with low price criteria. These products are also of high quality and
designed to target those customers who are price cautious. Ex: Robbialac Acrylic Distemper
(SPD), Robbialac Acrylic Plastic Emulsion (APE), Jhilik Synthetic Enamel (JSE). Berger is also
creating awareness among the customers that they also have products within low price range
with high quality. Many customers are using these Berger products for their houses.
Increase usage and buying by existing customers, for example by introducing loyalty schemes.
Berger is also using this strategy for attracting more customers into their profile. They are
offering various loyalty schemes ex: price discount, coupon etc. By this strategy they are keeping
good consumer relationship with consumers and also with the dealers by proving discount on
bulk purchase, annual prize giving etc.

8.2 CSR policy

As a part of the commitment towards the stakeholders and the society at large, the company is
committed to discharge its responsibility for the cause of the society through a variety of
philanthropic and benevolent activities benefiting the society. Reducing waste and conserving
natural resources in manufacturing facilities, developing green and energy efficient products,
using renewable and sustainable raw materials in their formulations worldwide prove their
responsibilities and concern for the society. Some of Bergers CSR activities in Bangladesh are
described below:
8.2.1 Berger Award for young Architects:
Berger Paints Bangladesh Limited (BPBL) organized an award giving ceremony for the students
of architecture (2010), in collaboration with the Department of Architecture, Bangladesh
University of Engineering and Technology (BUET) on October 22.As part of its corporate social
responsibility, Berger introduced the program in 2006 to promote and inspire young architects. A
total of 19 participants -- in four categories -- were awarded at the function. The categories were
Berger Travel Grant, Berger Best Portfolio Award, Berger Promising Designer Award and Berger
Best Design Award.

8.2.2 Scholarship Program for Khulna University Students:

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From 2011, Berger Paints will provide scholarship for the students of Architecture Discipline of
Khulna University. Besides, Berger will also contribute to the KUAD-BERGER Resource
Corner of Khulna University where all the latest learning resources of architecture will be added.
Through these CSR activities BPBL has been successful to catch attention of their target
audience. They have shown that they not only do business but also they have fulfilled their
responsibility towards the society. From marketing point of view, these CSR activities are
obviously a good move of BPBL as these helping them to create positive brand image. They
have promoted architectures, painters and university students. By nurturing these talents Berger
might be leave a footmark of these individuals that Berger is one of the perfect work place who
appreciate talents and where one can express his or her potential.

9.0 Recommendations and Future Challenges

Berger Paint should concentrate on complain against their product and try to understand the
perception about general public.
Berger should use competitive pricing for some its products which are competing with Asian and
Elite paint products in the market.
Berger should also counter the strategy of marketing of Asian paints in Hindi channel. They
should also provide creative and interesting ad in the Hindi channel for gaining more attention
from both Bangladeshi customers and Indian customers. This strategy would be easy for Berger
because they already have a good market in India.
Berger has the best product offering in Exterior emulsion segment. The market is experiencing
very high growth rate in the exterior emulsion category for the last couple of years. So BPBL
should focus of product promotion to stake out the opportunity in this segment.

10.0 References

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Berger paint Bangladesh Limited (2010). Annual report 2010.

Cateora, P. and Ghauri, P. 2006, International Marketing. Berkshire: McGraw Hill Education
(UK).
Chowdhury P. M. (2009, December), Berger Paints Bangladesh Limited, Brac EPL, (Retrieved at
July 18th 2012).
Dess, G. Lumpkin, G. and Eisner A. (2007) Strategic Management (3rd Edition) .New York:
McGraw Hill Irwin
LinJ.and Cheong A. (2010), Asia demand for paints to grow at 7.9% - industry, ICIS connect,
(Retrieved at July 26th 2012).
Michael Porter (1979), how competitive forces shape strategy, p.205, Harvard Business Review.
Staff Reporter (2010, January 24), Paint makers continue double-digit growth, the Daily Star
Online, (retrieved at July 26th 2012).
Staff Reporter (2009, April 6), Bangladesh can take advantage of global crisis, The Daily Star
Online, (Retrieved at July 20th 2012).

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