A Project by Sir Mohsin Raza

Group Members
Muhammad Adil Hanif 22012120-012

Muhammad Aariz 22012120-014

Umar Ali 22012120-015

Khizer Hayat 22012120-021

Department
BBA (Evening 2nd Semester)

Submitted To
Professor Mohsin Raza

Principles of Management
Outlines
 Name of the company
 Introduction of the company
 History of the company
 Product and Services of the company
 Hierarchical chart of the company
 Departments of the company
 Implementation of management function on 5 departments of the
company
 Swat analysis
 Suggestion for improvement
 Conclusion
 References
Name of the company
Brighto Paints (pvt.) Limited.

Introduction
Brighto paints (pvt.) limited is one of the largest manufactures of a wide variety of decorative
paint in Pakistan. Founded by Mr. Kh. Riaz Ahmed Sikka (late), Brighto paints has been
operating since 1973. The logo of the Brighto Paints (pvt.) Limited.

History
 1973
With a vision to develop a paint company in Pakistan that delivers products of international
quality standards and state-of-the-art paint development techniques, Brighto Paints was
established in 1973 in Lahore. The idea was to diminish the gap between the international
production and supply of paint in Pakistan and be a market leader in all aspects of development
in the paint industry. Pakistan’s first paint production company, Brighto Paints, was destined to
paint a bright future for this industry from day one. When in 1973, Mr Kh. Riaz Ahmed Sikka
laid the foundation of the company at Saeed Park, Shahdara, Lahore, his resilience and business
intelligence led Brighto Paints to become the market leader today. What started with the
production of Synthetic Enamel Paint, the first for Pakistan, the production design is still
followed as an industry norm even after three decades.

 1981
Mr Sikka is limitlessly built his empire, block by block. A new production plant was established
in 1981 at Majid Street, Bara Dari Road, Shahdara, Lahore. The plant had exceptional production
facility and techniques, and innovative methods to produce high quality products. Production of
water based paints started the same year—a revolutionary step towards industrializing the paint
business on a large scale. Pakistanis then had an exceptional opportunity of purchasing locally
produced paints of international standard.

 1989
From oil-based paints to water-based paints, the journey of Brighto Paints took a new turn in
1989 with the establishment of Pakistan’s first Alkyd Resin Plant, under the name of Sikka
Enterprises—as a sister concern of Brighto Paints. The Alkyd Resin plant was designed to
process soya bean, vegetable oil and other such additives to produce alkyd resin; a significant
raw material for oil-based paints. As the quality of the paint depended heavily on the quality of
the alkyd resin, the management set some serious goals and aims with a view to enhancing the
quality further and offer serious competition to international paint suppliers. The diversity of
products was the key to the success of Brighto even then, as it is today, still unrivalled in a much
saturated market.

 2000
In the year 2000, Brighto placed the mantle of its business presence in the market by becoming a
private limited firm under the Company’s Ordinance Act of 1973, and opened newer doors of
unlimited opportunities and successes.

 2004
Tapping new horizons, Brighto Paints took a giant step towards globalizing its operations by
beginning export of paints to Afghanistan in 2004. Not only Brighto became the first company to
produce paints locally in Pakistan but also the first to start exporting it. From local production to
exports to plant enhancement, Brighto Paints had the zeal and the passion to become a market
leader. With its scope ever-widening, combined with the kind of business acumen found in very
few entrepreneurs, Brighto since then has never looked back.

 2005
By the year 2005 Brighto Paints further enhanced its production facilities according to
international standards and relocated to Raiwind Road, Lahore. Brighto Paints also hosted an in-
house Resin Plant and the capacity to produce water and oil-based paints within their own
facility. The new plant is ISO certified, has won various awards and accreditations and is fully
automated to meet the market demands. Brighto Paints also houses the facility to provide gallon
design technology to tailor-make any customer’s demands.
  2007
It didn’t take long for Brighto Paints to realize the potential it had and the possibilities it created
of its own to become a market leader. Realizing the need to institutionalize itself, Brighto Paints
established an in-house marketing division in 2007. Armed with renowned professionals and a
dedicated workforce, Brighto started communicating with its audience and customers on a
corporate level. The division revolutionized the identity, image and market exposure of Brighto
Paints.

 2011
Never compromising on quality, in 2011 Brighto Paints was the first paint company in Pakistan
to achieve International Quality Crown Award in Gold Category by Business Initiative
Directions in London.

 2016
This year was defined by new endeavors such as sowing the seeds for global expansion and
industrial growth. Back in 2016, Brighto paints officially launched their first production plant at
Ras al Khaimah in UAE to become a trusted paint provider in the region. Ever since then, it has
been an upward journey towards progress for Brighto.

 2018
It was exciting to broaden Brighto’s wide reach across the globe. After opening its doors in
Africa, UAE and many other places, Brighto was proud to export its first batch of paint to Qatar,
as part of its vision of becoming a ubiquitous element of the country.
 Product and Services
Brighto Super Emulsion,

Brighto red Oxide,Brighto wall Emulsion,

Brighto Excellent Plastic Emulsion,

Brighto Matt Finish, Brighto under coat,

Brighto super sealer,

Brighto Super File,

Brighto Aluminum Finish,

Brighto Metallic Enamel,

Brighto Clear Varnish,

Brighto Grey oil putty.

 Hierarchical Chart

RSM(Regional Sales Manager)

ZSM(Zonal Sales Manager)

ASM(Area Sales Manager)

TM (Territory Manager)

GM(General Manager)

Vision and Mission

Brighto Paints aims to achieve long term relationships with its internal and external customers.
Our vision is to become a global brand spreading over continents all over the globe. We thrive to
satisfy our customers to their most specific needs and requirements. We deliver products with
both quality and technicality advantage over other products in the market.

It is through efforts like such that we continuously build upon our relationships with both
customers and dealers. Client and dealer relationship is also one of our primary objectives,
ensuring confidence and satisfaction. We pride ourselves on continuous direct customer
communications to understand their changing need for new product development. Our goal is
total customer satisfaction through understanding our customer’s current and future requirements
and emphasizing quality and services.
 Departments
1. HR (Human Resources) Department
2. Finance Department
3. Marketing Department
4. Sales Department
5. Production Department

Implementation of management function on 5 departments

1. HR Department
 The first thing they do is to recruit people. After that they decide the salaries of the
employees and how much bonus to give them. And what kind of facilities will give to the
employees. It all depends on the qualification of the employee.
 In organizing, the HR department decides who will report to whom. Employees will be
given the resources and people to achieve their desired goals.
 In leading, the HR department gives bonuses to employees. So that they do their work
with good heart. And direct communicate with them and motivates them so that they can
achieve the goal of the organization.
 In controlling, the Hr department makes sure that the employees he has hired are doing
the right job and then compares it with the previous work and if the result is bad then he
takes necessary corrective actions.
2. Finance Department
 In planning, the finance department decide how much the budget will be for the year.
With regard to this, they make strategies and plan. How to meet the expenses of the
organization within this budget.
 In organizing, the finance department decides how much money will be given to which
department and who will give the accounting report to the finance department.
 This strategy is used by finance department in leading. That he tells the employees that if
we complete our work in this budget. So the remaining money will be given to a special
department which will organize this budget well.
 In controlling, the finance department checks the previous year’s budget and the current
year’s running budget, if there is any problem, they take necessary steps to correct it.
3. Marketing Department
 In planning, the marketing Department decides how many market areas to target this
year. And how many new customers will be targeted and set a goal that so many new
customers will be converted from other brands to our brand.
 First in organizing, managers decide who will report to whom so that they can complete
the organization’s marketing goals. And employees provide resources to target the new
customers.
 In leading, marking department heads motivate employees to do good work so that they
can do more work and target more new customers.
 In controlling, the marketing head sees how many customers we have targeted last year
and how many customers we have targeted this year. If the result is negative, they make
strategy and take creative action on it, to complete the goal of the organization.
4. Sales Department
 In planning, the head of the sales department first defines how much sales we have to
achieve this year. Make plans and stage and coordinate the work to achieve their goal.
 In organizing, managers first decide which employees will report to whom in term of
sales and provide resources to employees to achieve their goals.
 In leading, the head of the department praises and gives bonuses to the employees for
their good work and also motivates them so that they continue to do such good work.
 In the controlling, the head of sales department compares last year sales with this year
and if the result is negative, they take corrective action to improve it.
5. Production Department
 In planning, the head of the production department first defines how much production we
have to achieve this year. Make plans and stage and coordinate the work to achieve their
goal.
 In organizing, managers first decide which employees will report to whom in term of
production and provide resources to employees to achieve their goals.
 In leading, the head of the department praises and gives bonuses to the employees for
their good work and also motivates them so that they continue to do such good work.
  In the controlling, the head of production department compares last year sales with this
year and if the result is negative, they take corrective action to improve it.

Swat Analysis
Strengths in Swat Analysis of Brighto Paints
Strengths in SWOT analysis of Brighto Paints help the company to identify various key facts that
have helped the company to grow. Here are its strengths:

Strong Portfolio

Brighto Paints offers variety of paints, that range from residential property to industrial property.
It has a huge portfolio of all types. It also has decorative segments that is in high demand in the
market.

Brand Recognition

Brighto Paints have strong brand equity as they are the first-largest paint maker. Many people are
familiar with this brand and its various products. Its brand value is a key strength for the
company and it has helped to gain more customers. It is also a common household name where
many houses have used this paint.

International Market
Brighto Paints has international operations in many countries that includes Bangladesh, Russia,
Poland, Cyprus, in collaboration with Becker and Nippon paints. This has led to a great
expansion in its business and has become a popular brand globally.

Experience Leaders

Almost 75% of the company is owned by chairman, Riaz Ahmed Sikka (late). These experienced
leaders have made Brighto Paints the largest paint manufacturer brand. Being under experienced
leaders is a key point as the business will go in the right direction always. All strategic decisions
will be taken wisely and the business can always be at a good level.

Customer Loyalty

Brighto Paints has many loyal customers as many people go for re-painting of their houses after
some time. Customer loyalty is a key strength for the brand as it will also promote word-of-
mouth marketing. When the brand has many customers then there is more sales and these
customers will also come back with more requirements.

High Margins

Brighto Paints maintains high margins as compared to its competitors despite the company
facing downward profitability pressure.

Excellent Growth

Brighto Paints has seen steady growth over the years and it is one of the main strengths of the
brand. Ever since its formation, Brighto Paints has made steady growth in its product and
customer base. Its various product lines are a hit in the market and have many customers from
households.

Weaknesses in Swat Analysis of Brighto Paints

Weaknesses in the SWOT analysis of Brighto Paints helps to identify the various weak area of
the brand that decreases its performance.

Depended on One Segment

One of the main weaknesses of Brighto Paints is that it is highly dependent on only one segment
for high sales, that is the decorative market. Due to this dependency, it is not able to support
long-term higher growth rates.

Less Purchase

As there are other emerging markets, and due to the pricing issues, Brighto Paints sees less
purchasing power. This is a weakness for the brand because customers might tend to choose
other brands by comparing the prices. So, the brand has to keep the cost on par with the paint
cost.

No Alternative for Premium

Asian Paints has targeted a unique segment for high-profit margins. This segment has seen major
users in the market. Brighto Paints will have to check out these kinds of ways to improve their
sales and enhance brand equity.

Opportunities in Swat Analysis of Brighto Paints

Opportunities in SWOT analysis of Brighto Paints help to identify the potential areas for the
brand to increase its visibility.

Marketing

Brighto Paints need to improve its marketing channel so that it can improve its performance. In
marketing, Nerolac paints and Asian paints dominate the market, while Brighto Paints tend to
stay back as there are not many advertisements on it. Advertising the products is important
because only then there will be a lot of visibility among people.

Untapped Market Potential

Indian houses use less paint. There is also a demand for the usage of more paint as urbanization
continues. Hence, this has more opportunities for the company to get more sales.

New Products

Brighto Paints can increase its product line in the paint industry and come up with new products.
The brand can invest more in research and development to develop superior technology. Also,
they can try to develop eco-friendlier paints for healthy living. This sees a huge opportunity for
the brand.

Global Expansion

At present, Brighto Paints is available only in a few countries. Its manufacturing facilities
indicate that it can expand to other emerging countries to increase its visibility and sales.

Government Laws

The government is focusing more on industrialization, urbanization, increasing houses, and

creating more tier 2 and tier 3 cities. This indicates that are will be a huge demand for paints in
the coming years.
Threats in Swat Analysis of Brighto Paints
Threats in SWOT analysis of Brighto Paints helps to identify the various factors that hinder the
brand’s growth and foresees threats.

Fluctuations in Prices

Various raw material prices keep fluctuating and it poses a threat to the brand. When raw
materials prices are increased, the manufacturing cost also gets increased. This will reflect on the
selling price of the product.

Changing Government Laws

Government policies keep changing, and the company should adhere to the laws. If there is any
miss in this, it will have a serious threat for the brand.

Competition

There is stiff competition in the paint industry. Nerolac and Asian Paints are their competitors.
Brighto Paints have fallen back due to the tight competition that has resulted in small purchasing
power and small margins. This situation is a risk for the company as it will lose its sales.

Unorganized Sector

The unorganized sector accounts for about 35% of the market share and it is a threat to industrial
growth

Suggestion for improvement

1. As the Company will grow in future years, it is necessary for the company to remove its
bottleneck and make it as much productive as possible. There is only one grinding
machine available in oil based processing plant which takes 4.5 hrs. if company increases
the capacity of grinding by installing more machines then it can meet the increasing
demand of future with more efficiency and effectiveness.
2. Quality checking laboratory is not very efficient and prompt in checking the quality of
paint while it’s moving through the whole process especially for the oil based paint.
Company should install some automated procedure of quality checking rather than
manual checking which takes more than 4 hours since oil based paint doesn’t dry very
quickly.
3. Working conditions and lack of appropriate Staff are also one of the weakness in Brighto
that need to be corrected. Working conditions are very inadequate for the worker. They
 are constantly exposed to harmful chemicals and there are no protective measures to
ensure their health and safety.
4. The strategy of coming years must be to improve operations in all spheres of activity.
Brighto needs to invest heavily in staff development and infrastructure. To support its
ambitious marketing and sales thrust, it needs to invest in the new state of the art
manufacturing facility. These improvements will provide Brighto Paints an additional
edge over competition, and an enhanced ability to service its valued customers.

Conclusion
We think overall the company is fine, but it should work on some things. Firstly it should not
target only one segment it should target everyone little by little. Secondly reduce its prices so
that its sales increase. And the bug ones who are their premium customers should give special
advantage. And also manage the safety of their employees in the production section.

References
 https://brightopaint.com/
 https://brightopaint.com/specialty/
 www.scribd.com
 Meet up with BDO (Business Development Officer) Sohail Amin in Gujrat.
 Contact number of Sohail Amin (03156238121)