Minor Project Report

A Study on Marketing Mix Strategies of Asian Paints

Submitted in requirement of fulfilment of BBA Degree of

GGSIPU, NEW DELHI

Submitted by
Name: Harshi
Jain
Enrolment No:
04115601721 Semester: II
Batch: 2021-2024
Dr. Akhilesh Das Gupta Institute Of Technology & Management
(Affiliated to GGSIPU)
FC-26, Shastri Park, New Delhi-110095
 Declaration
I hereby declare that. The project entitled is an outcome of my own efforts under the
guidance of Prof. Aman Garg. The project is submitted to the Dr Akhilesh Das Gupta
Institute of Technology and Management. For the partial fulfilment of the Bachelor of
Business Administration examination 2022-23.
I also declare that this project report has not been previously submitted to any other
university.

Date:-
Place:- Shahdara

Ms. Harshi Jain

 Certificate
I, Ms Harshi jain, Roll No. 04115601721 certify that the Project Report (BBA-114) entitled “A study on Marketing
Mix Strategies Of Asian Paints” is done by me and it is an authentic work carried out by me at Dr Akhilesh Das
Gupta Institute of Technology and Management (Name of the organization or of the Institute). The matter embodied
in this project work has not been submitted earlier for the award of any degree or diploma to the best of my
knowledge and belief.

Signature of the
Student Date:

Certified that the Project Report (BBA-311) entitled “A project report on A study on Financial
Statement
Analysis of Ola cabs”

done by Ms Harshi jain Roll No. 04115601721, is completed under my

guidance.

Signature of the Guide

Name of the Guide:
Designation:
Date:
Countersigned
(Director/Project Coordinator)
 CONTENTS

S No Topic Page No
1 Certificate (s) 3
2 Chapter-1: Company Profile 4
3 Chapter-2: Marketing Strategies of The Company 13
4 Chapter-3: Financial Ratios 20
5 Chapter-4: CSR initiatives and Unique Practices 26
6 Chapter-5: Conclusion and Suggestions 34
7 References 35
8 Appendices 35
CHAPTER-1

ABOUT THE COMPANY

 Asian Paints Limited is a worldwide paint manufacturer based in

Mumbai, Maharashtra, India.

 The company is in the business of producing, selling, and distributing paints, coatings,
home décor items, and bath fittings, as well as offering related services. Asian Paints is the
largest paints company in India and the third largest in Asia.

 Berger International's holding company is Asian Paints. In the financial year 2019-20, the
company made a profit of 2,654 crores on revenue of 17,194.1 crores. The company's
production operations span 15 nations, including India, and it has a strong presence in
both the Indian subcontinent and the Middle East.

HISTORY

 Champaklal Choksey, Chiman Lal Choksi, Suryakant Dani, and Arvind Vakil founded the
company at a garage in Gaiwadi, Girgaon, Mumbai. They all come from Jain households,
and the company was started in February 1942.

 A temporary prohibition on paint imports during World War II and the Quit India Movement
of 1942 left only foreign enterprises and Shalimar Paints on the market. In 1952, Asian
Paints entered the market and recorded a revenue of Rs. 23 crores, but just a 2% PBT profit.
By 1967, it had established itself as the country's biggest paint maker.

 The four families owned the majority of the company's stock. However, when the corporation
grew beyond India in the 1990s, issues over global rights arose. Choksey sold their 13.7
percent stake and exited in 1997 as a result of the conflicts. Champaklal passed away in July
1997, and his son Atul assumed command. Choksey's shares were mutually bought by the
remaining three families and Unit Trust of India after failed partnership talks with the British
corporation Imperial Chemical Industries. The Choksi, Dani, and Vakil families own 47.81
percent of the company as of 2008.

PRODUCTS OFFERED BY ASIAN PAINTS

1
Asian Paint offers the best-recommended paint products in the globe. There are numerous
alternatives available with Asian Paint. We grouped them into four categories to make them easier
to grasp.

There are two kinds of paint products on the market:

 Interior
 Exterior
These products can be further classified into 4 categories:
 Rental purpose painting
 Economical quality painting
 Premium quality painting
 Luxury quality painting

Rental purpose painting:

Generally, a lot of people wish to get the walls painted for rental purpose. To match the
painting criterion of these people Asian Paints brings two great choices-

Tractor uno distemper Figure 1

Tractor Acrylic distemper Figure 2

Economical painting:

Asian paints Tractor emulsion paint is known as economical paint. If a person has a rental
purpose painting requirement but does not want Distemper on the walls, and they can opt for
Tractor emulsion.

2
Tractor emulsion Figure 3

Tractor shine Figure 4

Premium Quality painting:

Asian paints Apcolite premium emulsion is the premium quality paint. This is also known
as semi-washable paint. If any customer wants to get a washable paint in budget, then they
can go with Apcolite premium emulsion, which is the best in its category. This is also called
Plastic emulsion because upon touching it gives plastic feel.

Figure 5

Luxury Quality painting:

All Royale paints are Luxury paints and all of them are fully washable on the property. You
get a lot of quality options in this luxury category. Interested person can choose which one
is the best fit for them

Types of Royale paints

1. Royale luxury emulsion: Those customers who want recommended shining and
also good washability option should go with Royale luxury emulsion. This is fully
washable paint and the life span of its shining is 10 years.

3
 Figure 6
2. Royale shine: If a customer wants full shining paint with no compromise, then
Royale shine is the best fit for such customers. This will sustain full shining and is
recommended for this purpose. It comes with a life span of 10 years and is a fully
washable paint.

Figure 7

3. Royale MATT: Some customers choose a Matt finish paint for their home which
gives a grand appearance to your house. For such customers Royale Matt is the best
option. This is fully washable with a life span of 10 years

Figure 8

4. Royale Health shield: Does your house have a new born baby or an old age person?
Are you still on the lookout for painting your walls? In such a case, Royale health
shield is highly recommended. This paint is chemical-free and hence, will not lead
to any infection to humans. This is the best paint for homes where a baby, old-aged
or sick person lives. Royale health shield is the best in this option with a life span of
10 years and fully washable.

Figure 9

5. Asian paints Royale Aspira: Highest quality paint in the Asian paint category is Asian
paints Royale Aspira. If you want a high quality and the best painting done your
house walls and we recommend Royale Aspira. The life span of Royale Aspira is 12
years and it is fully washable.

4
 Figure 10

Exterior paints:

Every exterior paint in this list is waterproof and weather proof. Quality on the other would
vary on its types. Exterior paint comes in 4 types-

1. ACE exterior emulsion

Figure 11

2. Apex exterior emulsion

Figure 12

3. Apex ultima

Figure 13

4. Apex ultima Protek

5
Figure 14

Ownership structure
The company has 12 institutional owners and shareholders that are investing through Securities
Exchange Commission (SEC). Largest stakeholders include Bridge Builder International Equity
Fund, and Touchstone Sands Capital Emerging Markets Growth Fund.

6
MAJOR MILESTONES OF ASIAN PAINTS
• Apcolite Premium Satin Enamel and Apex Textured Exterior
2003-04 Emulsion was launched.
• Technology integrated with the international business units of
Nepal, Bangladesh, Sri Lanka, Mauritius and Oman.
• Developed new exterior finishes, economy emulsions, distempers,
2004-05 and wood finishes.

• Reengineered formulations to reduce cost and upgraded key

products and manufacturing processes to meet
environmental and safety concerns.
2005-06
• A loan of INR 100 million was granted to Technical
Instruments Manufacturers (India) Ltd. set up a dedicated
R&T facility.
• Created an integrated technology strategy and mapped the
2006-07 right organisation structure to meet marketplace challenges.
• Technology function productivity was mapped and improved
by redirecting resources towards core R&T activities.
• Lead and other heavy metals were removed from decorative paints.
2008-09 • Developed low volatile organic compounds (VOC) water-based
and solvent-based products in decorative and industrial sectors.
• Set up a state-of-the-art R&T centre in Turbhe, Navi Mumbai
and moved all technology personnel there
• Integrated overseas technical groups with added focus on
leveraging organisation capabilities.
2009-10 • Lead and heavy metals removed from products sold overseas.
• The research division was recognised with the Gordon Award for
their work on Self-Cleaning Paints
• Exploited new emulsion platforms to allow development of
2010-11 eco- friendly binders.
• Focused on developing environmentally compliant technology such
2011-12 as Waterborne Acrylic Emulsion, Waterborne Alkyds, High Solids
Coatings, and Low VOC Solvent-Borne Coatings.
• Adopted Green Seal’s GS-11 standard for environment compliance
for premium interior and exterior coatings.
• Royale Aspirawas launched in the high end interior space with
2012-13 low VOC and low odour.
• The research divisionwas conferred with the Roon Award, the
highest in technical achievement representing original scientific and
innovative research
• Launched ‘Genie’, an innovative water-based french polish.
• ‘Great Leveller’was launched as a smooth undercoat
2015-16 against traditional plaster.
• Launched ‘Apex Floor Guard’for pavements
• Protek Duralife with warranty of 15 years: A first in the category
of exterior wall finishes.
2016-17 • Asian Paints enters into adhesives with its super adhesive,
TruGrip Ultra
7
ORGANISATIONAL STRUCTURE OF ASIAN PAINTS

REGULATORY SAFETY
AND COMPILANCE
CORPORATE SERVICE DEPATMENT
DIVISIONS
QUALITY
DEPARTMENT

FINANCE
DDEPARTMENT
MANAGING DIRECTOR

HUMAN RESOURCE
FINANCE & DEPARTMENT
ADMINISRATION
DIVISION ADMINISTRATION
DEPARTMENT

INFORMATION
TECHNOLOGY
DEPARRTMENT

PURCHASING
DEPARTMENT
SUPPLY CHAIN
DIVISION WAREHOUSING AND
LOGISTICS
DEPARTMENT

PHARMA & TRADE

DEPARTMENT
MARKETING & SALES
DIVISION
TENDER &
INSTITUTIONAL SALES
DEPARTMENT

8
 TOP LEVEL MANAGEMENT OF ASIAN PAINTS

Abhay Vakil Non-Executive Director

Amit Syngle Managing Director & CEO
Amrita Vakil Non-Executive Director
Ashwin Dani Non-Executive Chairman
Deepak Satwalekar Independent Director
Jigish Choksi Non-Executive Director
M K Sharma Independent Director
Malav Dani Non-Executive Director
Manish Choksi Non-Executive Vice Chairman
Pallavi Shroff Independent Director
R J Jeyamurugan CFO & Company Secretary
R Seshasayee Independent Director
S Sivaram Independent Director
Suresh Narayanan Independent Director
Vibha Paul Rishi Independent Director

TABLE 1

9
 CHAPTER II

MARKET SHARE OF ASIAN PAINTS

 If a list is made of the most successful companies in the history of Independent India,
Asian Paints would find a place in the Top 10.

 Such is the dominance of this company in the ‘paint industry’, that 40% of all paints
sold across the country is Asian Paints.

 When a company becomes as successful as Asian Paints, the rewards for shareholders
would be unbelievably good too.

 Did you know – 1 lakh invested in Asian Paints in 1990 would be worth more than 9
crore today.

Asian Paints Share Price Rise / Fall

1990 ₹3

1991 ₹4 33.33%

1992 ₹ 6.1 52.50%

1993 ₹ 8.6 40.98%

1994 ₹ 11 27.91%

1995 ₹ 13.1 19.09%

1996 ₹ 12.3 -6.11%

10
1997 ₹ 12.5 1.63%

1998 ₹ 11.8 -5.60%

1999 ₹ 15.4 30.51%

2000 ₹ 18.4 19.48%

2001 ₹ 18.1 -1.63%

2002 ₹ 21.6 19.34%

2003 ₹ 33.6 55.56%

2004 ₹ 32 -4.76%

2005 ₹ 57.6 80.00%

2006 ₹ 73.2 27.08%

2007 ₹ 110 50.27%

2008 ₹ 89.4 -18.73%

2009 ₹ 179.3 100.56%

2010 ₹ 287 60.07%

2011 ₹ 298 3.83%

11
 2012 ₹ 441 47.99%

2013 ₹ 490 11.11%

2014 ₹ 750 53.06%

2015 ₹ 882 17.60%

2016 ₹ 890 0.91%

2017 ₹ 1158 30.11%

2018 ₹ 1374 18.65%

2019 ₹ 1787 30.06%

2020 ₹ 2764 54.67%

2021 ₹ 2410 -12.81%

2022 ₹ 3000 19.66%

TABLE.2

MARKET SHARE COMPARISION

ASIAN PAINTS NAROLAC PAINTS BERGER PAINTS DULUX PAINTS
on (09-05- On (01- on (09-05- On (01- on (09-05- On (01- on (09-05- On (01-
2022) 01-1999) 2022) 01-1999) 2022) 01-1999) 2022) 01-1999)
2999.60 11.88 439.35 4.27 664.05 1.73 1822.10 193.00
25114% 10187% 38265.81% 89.40%
TABLE.3
12
 SWOT ANALYSIS OF ASIAN PAINTS

STRENGTH:
1. Goof Growth: Over the past five financial years, Asian Paints has seen a healthy growth
of about 8 – 12 percent. This has ensured the company is holding a good position in terms
of market share. It is twice the size of any other Indian paint firm
.
2. Clear Global Presence: Asian Paints has a large presence on a globe that operates in 19
countries and has 26 manufacturing units worldwide. Asian Paints operates in more than
65 countries and is Asia’s fourth-largest paint firm.

3. A wide variety of products: Asian Paints’ product line enables them to cater to various
markets and sectors, they are present in automotive coatings, decorative paints, ancillaries,
royal Asian Paints, etc. This enables them to infiltrate various business segments and
sections of society which helps them to retain market share.

4. Brand Value: Asian Paints ranked 20th in Economic Times’ Top 20 Best Brands in
Interbrand Report. It was also listed among the Most Creative companies in the Top
20 Countries.

WEAKNESS:
I. Small market share in Industrial and Auto Paint: Asian paints have a low market share
in industrial paint (around 15%) and automotive (around 20%) relative to Kansai Nerolac
and AkzoNobel.
II. Slow International Business: Asian Paints have performed below average in other
overseas countries, except for Bangladesh, Nepal and the UAE.

OPPORTUNITIES:
I. Industrial growth: it has the opportunity to acquire market share in both the industrial
and Automotive sectors, taking into account current market situations.
II. Growing Indian Economy: Asian Paints has a chance to increase revenue base and
expand into smaller cities with growth in the Indian Economy and the creation of
infrastructure, to increase revenues.
III. Emerging Nations: The dream of Asian paints is to become one of the world’s top five
decorative coatings firms. That can be done by an emphasis on the world’s developing
economies

13
WEAKNESS:
I. Market Slowdown Threat: Any economic slowdown will have a direct negative impact
on the construction industry and consequently also affect the paint industry.
II. Unorganized sector: The unorganized sector still accounts for about 35 percent of the
market share and this may prove to be dissuasive to industry growth.
III. Raw materials scarcity: the raw materials available in the paint industry influence the cost
of paint and scarcity can cause a price change, which can be a challenge to the paint
industry.
IV. Government regulations: Government Regulations and laws can also have an adverse
effect on the company

14
 MARKETING

STRATEGIES OF

ASIAN PAINTS

MARKETING MIX
A marketing mix is the collection of strategies or initiatives that a company uses to promote the
demand for its brand or product. A standard marketing mix- Product, Price, Promotion and Place –
comprises the 4Ps. Let us take a look at Asian Paints’ Marketing Mix:

Product Strategy:
Asian Paints’ core product is decorative and industrial paint. Along with that, the company offers
solutions and services for home paintings. Instead of having one homogenous target audience, the
company uses a differentiating targeting strategy to cater specific products to different segments
of customers, as explained below:

– Asian Paints Royale targeted at the premium segment

– Acolyte, tractor emulsion, tractor distemper targeted at the economy segment

Asian Paints also provides protective coatings, undercoats, primers and putties. The products in
the marketing mix of Asian Paints, hence, provide complete painting solutions including
accessories and tools.

Figure 15

Price Strategy:
Asian Paints follows different pricing strategies according to the targeted segment. As
mentioned above, the Royale product range is marketed towards high-income groups and hence,
is priced higher.

Asian Paints follows a value-based pricing approach for the medium and economic segments.
As per the exclusive features in the product category, the price also varies.

The pricing decisions are often influenced by the raw material used to manufacture paints, as well
as competitors’ prices.

The company’s success can also be attributed to its high incentives for distributors. Summed
up, Asian Paints has adopted a flexible pricing policy

15
Promotion Strategy:
Over the years, Asian Paints has carried out various highly successful promotional activities. One
of its most notable being the brand mascot Gattu, a cartoon created by R.K Laxman in 1954 that
went on to become a popular and recognized figure for more than four decades.

Figure 16

The company’s main focus is being all about families, and emotionally connecting with the
customers. Many famous public figures have been Asian Paints brand ambassadors such as
Akshay Khanna, Ranbir Kapoor, brother-sister duo Saif Ali Khan and Soha Ali Khan, with the
most recent being Deepika Padukone.

A major promotional tool used by them is providing incentives to their distribution network.
Presently, a lot of their promotion is also executed through their social media, touched upon in detail
later, when speaking of their digital media presence.

Place Strategy:
Asian Paints has operations around the world. They are carried out through a network of five
regions worldwide, via the Caribbean region, the Middle East region, the South Pacific region,
South-East Asia and South Asia, with large resources spent on R&D centres.

Asian Paints’ major competitive advantage is its well-established, extensive distribution network.
The organization targets all- semi-urban, rural and urban areas.

It launched an open-door policy for dealers after entering the retail market and began a national
marketing and distribution operation.

It has different manufacturing locations and is India’s largest. This dynamic network, along
with sales managers, executives and the sales team, manages all development and delivery
phases.

16
Asian Paints is a massive organization and faces competition from all sides. Now that we
have covered their marketing mix in-depth, let us understand their competitors.

Asian Paints' Campaigns:

1) “Don’t lose your temper, use Tractor Distemper.” This slogan belonged to the very first
campaign launched by Asian Paints. The campaign showed the popular mascot 'Gattu' with a
paint bucket in his hand.

2) "Har Ghar Kuch Kehta Hai." This campaign established Asian Paints as a premium brand
with an emotional touch. The idea behind the campaign was that each color had a story to tell.
Asian Paints tried to encourage the initiative of painting one's home for festive occasions like
Diwali, marriage, childbirth, etc.

3) “Where The Heart Is.” This campaign proved to be a masterstroke strategy for Asian Paints. It
featured celebrities such as Sushant Singh Rajput, Saurav Ganguly, Radhika Apte, Mandira Bedi,
and others who described the significant role Asian Paints played in their lifestyle through color
and home décor.

4) #PeopleAddColour. The recent campaign created a heart-warming depiction of paying

guests not being inferior to one's family. It showed how rooms refurbished with Asian Paints
decals brought paying guests closer to their landlords.

5) ‘Budget wala paint’. This Ad campaign ‘Budget wala paint’ promotes Tractor Sparc Emulsion.
By highlighting the budget issues faced by consumers, Asian Paints launched a pocket-friendly paint
that offers a rich-looking finish at an affordable price

17
 CHAPTER-III

FINANCIAL RATIOS

 DEBT-TO-EQUITY:

The debt-to-equity (D/E) ratio measures how much a company is funding its operations using
borrowed money. It can indicate whether shareholder equity can cover all debts, if needed. Investors
often use it to compare the leverage used by different companies in the same industry. This can help
them to determine which might be a lower risk investment.

To calculate the debt-to-equity ratio, divide total liabilities by total shareholders' equity. Let's say
company XYZ has $3.1 million worth of loans and shareholders' equity of $13.3 million. That
works out to a modest ratio of 0.23, which is acceptable under most circumstances.

However, like all other ratios, the metric has to be analyzed in terms of industry norms and
company- specific requirements.

 ASSET TURNOVER RATIO:

The asset turnover ratio measures the value of a company's sales or revenues relative to the value of
its assets. The asset turnover ratio can be used as an indicator of the efficiency with which a
company is using its assets to generate revenue.

The higher the asset turnover ratio, the more efficient a company is at generating revenue from its
assets. Conversely, if a company has a low asset turnover ratio, it indicates it is not efficiently using
its assets to generate sales.

The asset turnover ratio uses the value of a company's assets in the denominator of the formula. To
determine the value of a company's assets, the average value of the assets for the year needs to first
be calculated.

Locate the value of the company's assets on the balance sheet as of the start of the

year. Locate the ending balance or value of the company's assets at the end of the year.

18
Add the beginning asset value to the ending value and divide the sum by two, which will provide an
average value of the assets for the year.

Locate total sales—it could be listed as revenue—on the income statement.

Divide total sales or revenue by the average value of the assets for the year

 CURRENT RATIO:

The current ratio is a liquidity ratio that measures a company’s ability to pay short-term obligations
or those due within one year. It tells investors and analysts how a company can maximize the current
assets on its balance sheet to satisfy its current debt and other payables.

A current ratio that is in line with the industry average or slightly higher is generally considered
acceptable. A current ratio that is lower than the industry average may indicate a higher risk of distress
or default. Similarly, if a company has a very high current ratio compared with its peer group, it
indicates that management may not be using its assets efficiently.

The current ratio is called current because, unlike some other liquidity ratios, it incorporates all
current assets and current liabilities. The current ratio is sometimes called the working capital ratio.

KEY TAKEAWAYS

a. The current ratio compares all of a company’s current assets to its current liabilities.
b. These are usually defined as assets that are cash or will be turned into cash in a year or less
and liabilities that will be paid in a year or less.
c. The current ratio helps investors understand more about a company’s ability to cover its
short- term debt with its current assets and make apples-to-apples comparisons with its
competitors and peers.
d. Weaknesses of the current ratio include the difficulty of comparing the measure across
industry groups, the overgeneralization of the specific asset and liability balances, and the
lack of trending information.

To calculate the ratio, analysts compare a company’s current assets to its current liabilities.1

Current assets listed on a company’s balance sheet include cash, accounts receivable, inventory, and
other current assets (OCA) that are expected to be liquidated or turned into cash in less than one
year.

Current liabilities include accounts payable, wages, taxes payable, short-term debts, and the current
portion of long-term debt.

CURRENT RATIO= CURRENT ASSET/CURRENT LIABILITIES

19
  INVENTORY TURNOVER RATIO:

Inventory turnover is a financial ratio showing how many times a company has sold and replaced
inventory during a given period. A company can then divide the days in the period by the inventory
turnover formula to calculate the days it takes to sell the inventory on hand.

Calculating inventory turnover can help businesses make better decisions on pricing, manufacturing,
marketing, and purchasing new inventory.

KEY TAKEAWAYS

Inventory turnover measures how many times in a given period a company is able to replace the
inventories that it has sold.

A slow turnover implies weak sales and possibly excess inventory, while a faster ratio implies either
strong sales or insufficient inventory.

High volume, low margin industries—such as retailers and supermarkets—tend to have the highest
inventory turnover.

INVENTORY TURNOVER= COGS/AVERAGE VALUE OF INVENTORY

where:

COGS=Cost of goods

sold AND:

AVERAGE INVENTORY = (BEGINNING INVENTORY + ENDING INVENTORY) / 2

Companies can also calculate inventory turnover by:

 Calculating the average inventory, which is done by dividing the sum of beginning inventory
and ending inventory by two.
 Dividing sales by average inventory.
20
As you can see above, there are two main methods to calculate inventory turnover: one using the
cost of goods sold (COGS) and the other using sales. Analysts divide COGS by average inventory,
instead of sales, for greater accuracy in the inventory turnover calculation because sales include a
markup over cost. Dividing sales by average inventory inflates inventory turnover. In both
situations, average inventory is used to help remove seasonality effects.

 INTEREST COVERAGE RATIO:

The interest coverage ratio is a debt and profitability ratio used to determine how easily a company
can pay interest on its outstanding debt. The interest coverage ratio is calculated by dividing a
company's earnings before interest and taxes (EBIT) by its interest expense during a given period.

The interest coverage ratio is sometimes called the times interest earned (TIE) ratio. Lenders,
investors, and creditors often use this formula to determine a company's riskiness relative to its
current debt or for future borrowing.

KEY TAKEAWAYS

The interest coverage ratio is used to measure how well a firm can pay the interest due on
outstanding debt.

The interest coverage ratio is calculated by dividing a company's earnings before interest and taxes
(EBIT) by its interest expense during a given period.

Some variations of the formula use EBITDA or EBIAT instead of EBIT to calculate the

ratio. Generally, a higher coverage ratio is better, although the ideal ratio may vary by

industry.

INTEREST COVERAGE RATIO= EBIT/INTEREST EXPENSE

where:

EBIT=Earnings before interest and taxes

The lower the ratio, the more the company is burdened by debt expenses and the less capital it has to
use in other ways. When a company's interest coverage ratio is only 1.5 or lower, its ability to meet
interest expenses may be questionable.

21
Companies need to have more than enough earnings to cover interest payments in order to survive
future, and perhaps unforeseeable, financial hardships that may arise. A company’s ability to meet
its interest obligations is an aspect of its solvency and is thus an important factor in the return for
shareholders.

DEBTOR OR RECIEVABLE TURNOVER RATIO:

The term receivables turnover ratio refers to an accounting measure that quantifies a company's
effectiveness in collecting its accounts receivable. This ratio measures how well a company uses and
manages the credit it extends to customers and how quickly that short-term debt is collected or is
paid. An efficient has a higher accounts receivable turnover ratio while an inefficient company has a
lower ratio. This metric is commonly used to compare companies within the same industry to gauge
whether they are on par with their competitors.

KEY TAKEAWAYS

The accounts receivable turnover ratio is an accounting measure used to quantify how efficiently a
company is in collecting receivables from its clients.

The ratio also measures the times that receivables are converted to cash during a certain time period.

A high ratio may indicate that corporate collection practices are efficient with quality customers
who pay their debts quickly.

A low ratio could be the result of inefficient collection processes, inadequate credit policies, or
customers who are not financially viable or creditworthy.

Investors should be mindful that some companies use total sales rather than net sales to calculate
their ratios, which may inflate the results.

FORMULA:

Accounts Receivable Turnover Ratio = Net Credit Sales / Average Accounts Receivable

22
 ASIAN PAINTS LTD-FINANCIAL RATIOS
RATIOS 2021 2020
DEBľ-EQUIľY RAľIO 0.06 0.07
CURRENľ RAľIO 1.46 1.33
ASSEľ ľURNOVER RAľIO 2.71 2.56
INVENľORY ľURNOVER RAľIO 6.22 6.35
DEBľORS ľURNOVER RAľIO 12.69 14.61
INľERESľ COVERAGE RAľIO 58.08 44.54
TABLE.4

23
 CHAPTER-IV

CSR INITIATIVES

AND
UNIQUE PRACTICES

Figure 17

CSR COMMITTEE AND ITS ROLE

A CSR committee comprises of four members; of which 1 is an independent director. A CSR

committee formed shall work in co-ordination and in accordance with directions given by the Board.

Role of CSR Committee shall include inter-alia the following:

 Recommend, formulate and implement CSR activities approved by the Board and in
 compliance with Schedule VII of the Act.
 Approve the budgets for the CSR Expenditure and recommend to the Board for approval
 Monitor and recommend the amount of CSR Expenditure to be incurred for CSR activities
 and to ensure it is in line with the CSR Policy.
 To regularly monitor CSR Policy of Company from time to time.
 Any other activity as may be decided by the Board

The Constitution and the role of the CSR Committee of the Board of the Company shall be in

accordance with Section 135 and other applicable provisions of the Companies Act, 2013 and

Companies (Corporate Social Responsibility) Rules, 2014 including any modifications or

amendments thereof)

CORPORATE SOCIAL RESPONSIBILITY:

We are inclusive of our communities through a range of social interventions, enhancing skills
and building social infrastructure to improve their quality of life.

24
While our CSR approach focuses on the development of communities around the vicinity of
our plants, we have also developed innovative programmes that leverage our capabilities as a
paint manufacturer and home improvement service provider to enhance livelihoods of
underserved communities through vocational training and skills development.

Csr focus areas and initiatives

Asian Paints’ CSR Policy focuses on four thrust areas viz., education, skills development,
healthcare/hygiene and water management.
Table 4

EDUCATION:

Figure 18

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We recognize the importance of education as a powerful means to reduce poverty and social
inequality and this is a key impact area in our growing CSR practice. Asian Paints is committed to
promoting access to quality education particularly for disadvantaged communities that are located
around our facilities.

Our interventions include:

a. Adoption and infrastructure development of schools

b. Provision of educational resources to students
c. Supporting the needs of differently-abled children
d. Providing computer hardware and software for smart classes
e. Coaching assistance for competitive examinations
f. Training girls in self-defense techniques
g. Mobile vans for education programmes
h. Workshops to enhance soft skills
i. Setting up libraries
j. Scholarships for higher education

Our educational programmes are implemented through our project partners and are aimed at
supporting every stage of a child’s educational cycle including developing infrastructure for
schools/educational centers, programmes on healthy living, engaging with students and parents to
help build better communities.

DIGITAL LITERACY:

This programme turned out to be visionary, with the pandemic replacing classroom sessions with
online learning for all levels of education. CSR of Asian Paints has been running the Digital
Literacy project for in Mumbai and Khandala.

Computer-aided learning systems acquaint each student with digital, numerical and English literacy
so they can navigate, calculate, read and write with proficiency. Facilitators guide each student
through the steps for navigation.

VOCATIONAL TRAINING:

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Figure 19

In keeping with national developmental goals on skills development, Asian Paints is committed to
providing vocational training to improve skills in the unorganized sector. We aspire to provide
vocational and skill-based training to painters, applicators, carpenters and workers, to enhance their
employability and improve their livelihoods.

THE ASIAN PAINTS COLOUR ACADEMY:

Figure 20

The Asian Paints Colour Academy is equipped with modern facilities to continually upskill existing
painters into specialists. The Academy also provides vocational training to unskilled youth on basic
and specialized painting techniques to enable them to earn a decent living.

Currently the Academy is present in ten locations-Delhi, Mumbai, Kolkata, Chennai, Bengaluru,
Hyderabad, Ahmedabad, Pune, Punjab & Kerala with eight fixed premises and two mobile setups.

Asian Paints has partnered with the National Skills Development Corporation (NSDC) to strengthen
the delivery of this programme to both unskilled and semi-skilled individuals. While Asian Paints
will provide technical know-how, prepare training content and deliver training modules, NSDC will
monitor, evaluate and certify participants who complete the training programme.

On successful completion, participants are awarded an NSDC certification based on National

Occupation Standards set by NSDC’s Construction Sector Skills Council. Painter training is structured
professionally and includes a mix of theoretical, practical demonstration and hands-on learning with
a regular schedule of assessment to track progress. All courses delivered are aligned to NSDC’s
National Occupational Standards certification.

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Colour Academy is now transforming itself into a pure vocational training setup delivered through a
collection of modules – which together enhance specific skills. This will equip individuals with self-
employable skills or develop specialist skills to provide additional painting and allied services.
Going forward we plan to expand the scope of this project.

NAYA SAVERA:
Naya Savera School dropouts have it rough. Unable to complete their basic education because of
bad sense or circumstance, they end up in the unorganized labour market where daily wages are a
pittance. Naya Savera was envisioned as a ray of light for these youth.

The programme educates participants and makes them job-ready in 6 months. Not only do they get
hands-on training and career guidance, they are also assured job placements. There is a quick
turnaround in the candidates; they have more self-confidence and are ready to earn a decent living.
Naya Savera is active in more than 10 cities across India

PROJECT UDAAN:

Figure 21

While Naya Savera takes school drop outs under its wing, Project Udaan is a skill development
programme for college dropouts. Digital and financial literacy are at the crux with courses in basic
IT, computer software and spoken English. Project Udaan is being implemented in Kasna, UP

HEALTHCARE AND HYGIENE:

Figure 22

With a growing population, sanitation and healthcare have become central to India’s development
agenda. By directing resources towards access to healthcare, better sanitation facilities and hygiene,
we look to support interventions that include:

 Primary healthcare support

 Free medical camps for rural communities
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  Setting up of rehabilitation centres
 Development of hospital labs
 Provision of mobile medical units and ambulances
 Implementing sanitation projects
 Awareness programs for communities on health and hygiene
 Ongoing program ‘Safar’ improves health and awareness among truck drivers
 Providing access to safe drinking water

HEALTHCARE SUPPORT THROUGH LOCALIZED MEDICAL CAMPS:

Rural communities residing around our plants lack access to basic healthcare facilities. We provide
healthcare support through periodic medical check-ups and diagnosis camps that are facilitated by
specialists and trained doctors. Patients who require further medical care and treatment are referred
to local hospitals.

All expenses related to medical camps or treatment charges at the hospital are borne by Asian Paints
and employees actively volunteer and participate in organizing the medical camps by campaigning
for the programme, coordinating with project partners and helping with logistics.

PROVIDING AND IMPROVING SANITATION FACILITATES:

For the underserved communities around our plants, we have partnered with local organizations to
help build toilets and improve sanitary conditions. By identifying homes through the Panchayat
head, and requests from under privileged families, we support the project and are directly involved
in its structuring, location selection, customization, execution and awareness building sessions to
educate beneficiaries on proper maintenance. The toilets are designed to promote hygiene as they
require minimal maintenance and have leach pits to convert domestic waste into manure

WATER CONSERVATION:

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Figure 23

Livelihoods, food security and local socio-economic development are linked to the availability of
adequate amounts of clean water. In the Indian context, the problem of water scarcity is further
complicated by population growth, urbanization and industrialization.

We believe it is our responsibility to judiciously use and help conserve this precious resource. Our
approach includes providing support and infrastructure at each stage of water conservation, water
preservation, water re-charge and waste water treatment.

Water is a critical input in our manufacturing process. We are conscious of our dependence on water
and have strived to optimize our water consumption by implementing a range of water conservation
projects, waste water treatment, reusing process water and water recharging initiatives at all of our
manufacturing facilities.

We seek to address water availability in the immediate ecosystem around our

plants. Our key interventions include:

Awareness on water conservation in schools and nearby villages

Installation of roof top rainwater harvesting and recharge systems in village communities and
schools

Promoting integrated watershed development in areas around manufacturing

locations Water recharge through de-silting of lakes

Response to COVID-19:
The ongoing COVID-19 pandemic brought peril upon the nation, and the world as a whole.
The drop in cases we have seen so far and the slow but slow economic restart would have been
impossible for the Indian government without the support of corporations like Asian Paints.

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The paint maker dispensed an enormous sum of Rs. 35 crores towards COVID-19 relief. The
amount was mostly directed at the PM CARES Fund and various state funds set up for
emergency relief.

Asian Paints CSR team has been working with nonprofits to distribute rations, cooked food,
masks and sanitisers to those who cannot afford them. These efforts have softened the blow that
the epidemic dealt to people from different walks of life.

Apart from working with the central and state governments, local administration and NGOs to
navigate the nation through the health crisis, the company also played the part of a
responsible manufacturer by adding hand sanitisers and surface disinfectants to the product
portfolio.

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 CONCLUSION

AND

SUGGESTION

Asian Paints is certainly doing well for itself in the market with apt product segmentation and
positioning, occupying a major chunk of consumer share. Its marketing strategies are effective,
satisfying the consumers’ needs and maintaining its brand image as undoubtedly one of the best in
the industry.

The company’s marketing campaigns strike the right note with viewers and keep them interested in
what they have to offer. Their Instagram presence is quite strong and up to speed with digital media
advances.

All in all, Asian Paints has evolved and maintained its brand quality and image very well. Although
they could certainly benefit from increasing demand by differentiating and branching out their
services arm.

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 REFERENCES AND BIBLOGRAPHY

https://www.business-standard.com/company/asian-paints-34/financials-ratios

https://www.investopedia.com/terms/r/receivableturnoverratio.asp

By CHRIS B. MURPHY

Reviewed by SOMER ANDERSON

Fact checked by KATRINA MUNICHIELLO

https://in.investing.com/equities/asian-paints-historical-data

https://en.wikipedia.org/wiki/Asian_Paints

https://www.asianpaints.co.id/more/about-us/corporate-citizenship.html

https://iide.co/case-studies/swot-analysis-of-asian-paints/#:~:text=the%20conclusion%20below.-
,Conclusion,Paints%20a%20synonym%20for%20paints.

https://www.projects4mba.com/swot-analysis-of-asian-paints/4488/

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