Assignment on Fm Ph Rao

8/6/2019 Assignment on Fm Ph Rao

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GODREJ CONSUMER PRODUCTS. LTD

Established in 1897, the Godrej group has grown inIndia from the days of the charkha to nights at thecall centres. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and astrong visionary who could see the spark in thefuture. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of today’sGodrej empire. One of India’s most trusted brands,Godrej enjoys the patronage and trust of over 400million Indians every single day. Our customers meanthe world to us. We are happy only when we see adelighted customer smile.

With 7 major companies with interests in real estate,FMCG, industrial engineering, appliances, furniture,security and agri care – to name a few – our turnover

crosses 2.5 billion dollars. You think of Godrej assuch an integral part of India – like the bhangara or the kurta – that you may be surprised to know that20% of our business is done overseas. Our presencein more than 60 countries ensures that our customersare at home with Godrej no matter where they go.With brands you can believe in, service excellenceyou can count on and the promise of brighter living

for every customer, Godrej knows what makes Indiatick today.

Today, we’re at a point in Godrej’s history when our amazing past is meeting up with its spectacular





We are driven by our mission to continuously enhance the

quality of life of consumers in high-growth markets with

superior-quality and affordable home care, personal care and

hygiene products.

Code of Conduct

Applicability of the Code of Conduct :

This Code of Conduct (Code) applies to Directors of Godrej Consumer Products Ltd. (GCPL). It also appliesto the senior management of the company i.e. one levelbelow the executive directors, and all functional heads.

Code of Conduct :

The Board of Directors and Senior Management of Godrej Consumer Products Ltd. (GCPL) should:

• Demonstrate the highest standards of integrity, business ethics, and corporategovernance.

• Perform their roles with competence,diligence, in good faith and in the best interests of the Company.



• Provide expertise and experience in their areasof specialization and share learnings at Boardmeetings with the best interests of the Companyand its stakeholders in mind. They should point the

company's management in the 'right' directionbased on their experience and judgement.

• Give careful and independent consideration tothe affairs of the company and all documents

placed before them to satisfy themselves with thesoundness of key decisions taken by theManagement. They should call for additionalinformation, where necessary, for making such

judgements.

• Not engage in any business, relationship or

activity which detrimentally conflicts with theinterest of the Company / Godrej Group or bringdiscredit to it. Any situation that creates a conflictof interest between personal interests and theCompany and its stakeholders' interests must beavoided at all costs.

• Follow all the guidelines put forth in the Insider Trading Code of Conduct.



• Not disclose any confidential/privilegedinformation of the Company and should direct anymedia queries or approaches to the appropriatespokesperson within the Company.

MANAGEMENT TEAM / BOARD OFDIRECTORS:

A.Mahendran

A.Mahendran is Managing Director, Godrej Consumer Products,India's premier FMCG Company. He is also Director of GodrejHousehold Products (formerly known as Godrej Sara Lee) andGodrej Hershey

Dr. Rakesh Sinha

Dr. R. K. Sinha is Chief Operating Officer (Operations), GodrejConsumer Products (GCPL), India’s premier FMCG Company.Dr.Sinha has headed several functions in Godrej Soaps includingStrategic Planning, Information Systems, and Marketing.

Bhupendar Sodhi

Bhupendar Sodhi is Executive Vice President, Sales, GodrejConsumer Products(GCPL), India’s premier FMCG Company.Part of the Godrej Group for over 36 years, Sodhi is known for taking up new challenges and has been instrumental in leadingthe entire sales force of GCPL to new heights



Jimmy Anklesaria

Jimmy Anklesaria is Executive Vice President, InternationalOperations, Godrej Consumer Products (GCPL). Jimmy looksafter the GCPL subsidiaries in UK, SA and GCC locations. Hehas successfully handled the acquisition of Keyline Brands andalso initiated the joint venture between SCA, Sweden and GCPLfor hygiene products

Sumit Mitra

Sumit Mitra is Executive Vice-President, Human Resources,Godrej Industries. He also heads the HR function for International Operations at Godrej Consumer Products (GCPL

Dr. Sunder Mahadevan

Dr. Sunder Mahadevan is Executive Vice President, Research &Development, Godrej Consumer Products (GCPL). He heads the

Personal Care department at GCPL. With his varied experienceof working in leading FMCG companies like Dabur, Emami andColgate Palmolive, he looks after a number of roles in productand packaging.

P. Ganesh

P. Ganesh is Executive Vice President – Finance & Commercial

and Company Secretary, Godrej Consumer Products (GCPL).With over 15 years of experience in the domain of finance, hisresponsibilities include finance functions like accounts, MIS,funds management and taxation besides being the CompanySecretary for GCPL



Rajesh Tiwari

Rajesh Tiwari is Executive Vice President, Operations, GodrejConsumer Products (GCPL). He was a key member in setting upthe Malanpur unit in 1991 and since then looks after the entiresupply chain of GCPL right from procurement, productionplanning, manufacturing and logistics.

Tarun Arora

Tarun Arora is Executive Vice President, Sales & Marketing,Godrej Household Products (formerly known as Godrej SaraLee) and also heads the Marketing function at Godrej Consmer Products. He is responsible for leading the Brand Strategy,Innovation, and Go-to-Market strategy for Godrej HouseholdProducts

Rahul Gama

Rahul Gama is Vice President Human Resources (HR), GodrejHousehold Products (formerly known as Godrej Sara Lee) andGodrej Consumer Products (GCPL). In his current role, he isresponsible for driving the Human Resource Strategy at GodrejHousehold Products and Godrej Consumer Products

PURPOSE:

25% of the shares of the Godrej Group’s holdingcompany Godrej & Boyce are held in a trust that investsback in the environment, healthcare and education.



Which means business is not just about revenues andprofits but keeping our land green, our communitieshealthy and our kids smart. In 1920, our founder Ardeshir Godrej gave a donation of Rs. 3 lakhs to the

Tilak Swaraj Fund – then considered a princely sum –for upliftment of the downtrodden. His gesture of philanthropy grew into Godrej corporate policy. Givingback turned into our way of saying thank you to the 400million Indians who are Godrej loyalists

BRANDS:

Cinthol

Cinthol is specially formulated for 24 hour confidence, to enablean active lifestyle

Godrej Expert

The Expert range offers you five expert benefits which ensurethat your hair looks young –So that...

Renew

A unique cream hair colour with breakthrough formula from theGodrej Hair Care Institute.

Ezee

Godrej Ezee was launched in 1983 for special clothes anddelicate garments like woolens, silks, baby...



Godrej No.1

India’s largest-selling Grade 1 soap

Godrej Protekt

Godrej Protekt Instant Hand Sanitizer, with its revolutionaryInsta Sanitize Technology, kills 99.99% ...

Colour Soft

The new Ultra Gentle Colour Soft guarantees a pleasantcolouring experience while causing no side effects.

Others

Range of products in Hair Care, Personal Care, Household Care& Baby Care category...

INTERNATIONAL BUSINESS:

With the acquisition of Keyline Brands in the UnitedKingdom, Rapidol and Kinky Group, South Africa andGodrej Global Mideast FZE, a 100% subsidiary of Godrej International Ltd., GCPL now owns

international brands and trademarks in Europe,Australia, Canada, Africa and the Middle East.

Keyline Brands



Established in 1990 by Brian Boyce and Vicki Dryden Wyatt,Keyline Brands was acquired by GCPL in October 2005.Keyline operates in the toiletries and personal care sector and its portfolio includes a number of important nichebrands, including Cuticura, Aapri, Erasmic and Nulon.

Cuticura

A brand leader in Medicated Talcum Powder, Hand Hygiene Gelsand extensive skin and body care ranges.

Erasmic

A brand leader (volume) in shaving foam in IndependentPharmacy.

Aapri

A pioneer of facial scrub in mid 80s, it is regarded as a leadingname in skin care.

Adorn

A trusted hair spray brand with strong sales in drug stores andpharmacies.

Nulon

A name synonymous to quality and value, it is a household

name in hand creams and lotions.

Inecto – Pure Coconut

A complete range of 'miracle moisture' toiletries, skin care, hair care, hand care and body care.



DABUR:

Dabur India Limited is a leading Indian consumergoods company with interests in Hair Care, Oral

Care, Health Care, Skin Care, Home Care and Foods.From its humble beginnings in the bylanes of Calcutta way back in 1884 as an Ayurvedicmedicines company, Dabur India Ltd has come

a long way today to become a leadingconsumer products manufacturer in India. Forthe past 125 years, we have been dedicated toproviding nature-based solutions for a healthyand holistic lifestyle.

Through our comprehensive range of products,we touch the lives of all consumers, in all age

groups, across all social boundaries. And thislegacy has helped us develop a bond of trustwith our consumers. That guarantees you thebest in all products carrying the Dabur name.



Dabur India Ltd is one of India’s leading FMCGCompanies with Revenues of about US$750

Million (over Rs 3416 Crore) & MarketCapitalisation of over US$3.5 Billion (over Rs16,000 Crore). Building on a legacy of qualityand experience of over 125 years, Dabur istoday India’s most trusted name and theworld’s largest Ayurvedic and Natural HealthCare Company.

Dabur India is also a world leader in Ayurvedawith a portfolio of over 250 Herbal/Ayurvedicproducts. Dabur's FMCG portfolio todayincludes five flagship brands with distinctbrand identities -- Dabur as the master brandfor natural healthcare products, Vatika forpremium personal care, Hajmola for digestives,Réal for fruit juices and beverages and Fem for

fairness bleaches and skin care products.Dabur today operates in key consumerproducts categories like Hair Care, Oral Care,Health Care, Skin Care, Home Care and Foods.The company has a wide distribution network,covering over 2.8 million retail outlets with ahigh penetration in both urban and rural

markets.Dabur's products also have a huge presence inthe overseas markets and are today availablein over 60 countries across the globe. Itsbrands are highly popular in the Middle East,



SAARC countries, Africa, US, Europe andRussia. Dabur's overseas revenues stands atover Rs 500 Crore in the 2008-09 fiscal,accounting for about 20% of the total turnover.

The 125-year-old company, promoted by theBurman family, had started operations in 1884as an Ayurvedic medicines company. From itshumble beginnings in the bylanes of Calcutta,Dabur India Ltd has come a long way today tobecome one of the biggest Indian-ownedconsumer goods companies with the largest

herbal and natural product portfolio in theworld. Overall, Dabur has successfullytransformed itself from being a family-runbusiness to become a professionally managedenterprise. What sets Dabur apart from thecrowd is its ability to change ahead of othersand to always set new standards in corporategovernance & innovation.

Dabur India Ltd's manufacturing activitiesspanning various consumer products categoriesare carried out in 17 factories spread acrossIndia and abroad.

Dabur has 11 manufacturing facilities in India,out of which two main units are at Baddi(Himachal Pradesh) and Pantnagar(Uttaranchal).



Dabur's mission of popularising a naturallifestyle transcends national boundaries. Today,

there is growing global awareness onalternative medicine, nature-based and holisticlifestyles and an interest in herbal products.Dabur has been in the forefront of popularisingthis alternative way of life, marketing itsproducts in more than 60 countries all over theworld.

Over the years, Dabur's overseas business hassuccessfully transformed from being a smalloperation into a multi-location businessspreading through the Middle East, NorthAfrica, West Africa and South Asia.

Our Products Worldwide

We have spread ourselves wide and deep to be closeto our overseas consumers. Our overseas productportfolio is tailor-made to suit the needs andaspirations of our growing consumer base in theinternational markets.

Offices and representatives in Europe, UK,

America and Africa



A special herbal health care and personal care range successfully selling in markets rangingfrom the Middle East, Far East, North Africa andEurope

Inroads into several European and Americanmarkets that have good potential due toresurgence of the back-to-nature movement

Export of Active Pharmaceutical Ingredients(APIs), manufactured under strict internationalquality

benchmarks, to Europe, Latin America, Africa, andother Asian countries

Export of food and textile grade natural gums,extracted from traditional plant sources

Partnerships & Production

Strategic partnerships with leading multinationalfood and health care companies to introduceinnovations in products and services.

Six modern manufacturing facilities spread acrossSouth Asia, Middle East and Africa to optimiseproduction by utilising local resources and themost modern technology available.

http://www.dabur.com/Products-Health%20Care

http://www.dabur.com/Products-Personal%20Care

http://www.dabur.com/Products-Health%20Care

http://www.dabur.com/Products-Personal%20Care



COLGATE PALMOLIVE:

Public Company Incorporated: 1806 as The Colgate Company

Employees: 36,000

Sales: $10.58 billion (2004)

Stock Exchanges: New York Euronext London

Zurich.

Colgate-Palmolive Company's growth from a small

candle and soap manufacturer to one of the most

powerful consumer products giants in the world is

the result of aggressive acquisition of other

companies, persistent attempts to overtake its

major U.S. competition, and an early emphasis on

building a global presence overseas where little

competition existed. The company is organizedaround four core segments—oral care, personal

care, home care, and pet nutrition—that market

such well-known brands as Colgate toothpaste, Irish

Spring soap, Softsoap liquid soap, Mennen

deodorant, Palmolive and Ajax dishwashing liquid,

Ajax cleanser, Murphy's oil soap, Fab laundry

detergent, Soupline and Suavitel fabric softeners,

and Hill's Science Diet and Hill's Prescription Dietpet foods. Colgate-Palmolive has operations in more

than 200 countries and generates about 70 percent

of its revenue outside the United States.



International Expansion

Colgate & Company had been a pioneer in establishing

international operations, creating a Canadian subsidiary in

1913 and one in France in 1920. In the early 1920s the firm

expanded into Australia, the United Kingdom, Germany,

and Mexico. Colgate or its successor firm next created

subsidiaries in the Philippines, Brazil, Argentina, and South

Africa in the late 1920s. In 1937 the company moved intoIndia and by the end of the 1940s had operations in most of

South America. By 1939 Colgate-Palmolive-Peet's sales hit

$100 million.

In the 1940s and 1950s the company also built upon its

strategy of growth by acquisition, buying up a number of

smaller consumer product companies. Organic growth

remained on the agenda as well, and in 1947 the company introduced two of its best-known products, Fab detergent

and Ajax cleanser. These acquisitions and new products,

however, did little to close the gap between Colgate and its

arch-rival, the Procter & Gamble Company, a firm that had

been formed in the 1830s and had by now assumed a

commanding lead over Colgate in selling detergent products

in the United States. Meanwhile, the firm adopted its

present name in 1953 and moved its offices for domestic

and international operations to New York City in 1956.

In 1960 George H. Lesch was appointed Colgate's president

in the hopes that his international experience would



produce similar success in the domestic market. Under his

leadership, the company embarked upon an extensive new

product development program that created such brands as

Cold Power laundry detergent, Palmolive dishwashing

liquid, and Ultra Brite toothpaste. In an attempt to expand

beyond these traditional, highly competitive businesses into

new growth areas, Colgate also successfully introduced a

new food wrap called Baggies in 1963. As a result of these

product launches, the company's sales grew between 8 and

9 percent every year throughout the 1960s. Sales topped the

$1 billion mark in 1967.

Lesch assumed the chairmanship of Colgate, and David

Foster became president in 1970 and CEO in 1971. Foster

was the son of the founder of Colgate-Palmolive's U.K.

operations. He joined the company in 1946 as a

management trainee and rose through the sales and

marketing ranks both in the United States and overseas.

Company Perspectives:

Our long history of strong performance comes from

absolute focus on our core global businesses,

combined with a successful worldwide financialstrategy. This financial strategy is designed to

increase gross profit margin and reduce costs in

order to fund growth initiatives and generate

greater profitability.



Although total U.S. sales of consumer products

appeared to be slowing by the end of 1974,

particularly in soaps and detergents, Colgate's

international sales continued to carry the company

forward. It maintained its leadership position

abroad through new product development geared

specifically to local tastes throughout Europe as well

as through its involvement in the growing markets

of less-developed countries in Latin America, Africa,

and Asia.

Major Acquisitions in the 1990s

Colgate continued to make significant acquisitions in the

early and mid-1990s while it attempted to gear up its

product development program, which had been unable to

introduce more than a few new products each year. In 1991

Colgate acquired the Murphy-Phoenix Company (whose top

brand was Murphy's Oil Soap) to bolster its household care

segment. That same year, Mark initiated a restructuring

aimed at improving the firm's profitability and gross

margins, which lagged behind the industry leaders. A major

part of the effort was the elimination or reconfiguration of

25 factories throughout the world and an 8 percent

reduction in the workforce. Consequently, Colgate took a

$243 million charge in September 1991, which reducedsignificantly the firm's net income for the full year.

Colgate's most dramatic acquisition to date came in 1992

with the $670 million purchase of the Mennen Company,

which added to its personal care line the top U.S. deodorant



brand, Mennen Speed Stick, and the number two baby-care

brand, Baby Magic. In addition, Colgate gained footholds in

skin-care and hair products, and the Mennen brands gained

the power of Colgate's worldwide distribution and

marketing reach. This major acquisition was followed in

1993 by the purchase of S.C. Johnson & Son, Inc.'s liquid

hand and body soap brands in Europe and the South

Pacific, which enabled Colgate to become the worldwide

leader in liquid soap.

Gross margins steadily improved in the early 1990s,

reaching 48.4 percent by 1994 (up from 39.2 percent in

1984). This provided Colgate with additional funds for

research and development and advertising. The North

American sector also experienced gains in gross margins,

which resulted in part from pricing increases on Colgate

detergents. In turn, this cut into overall North American

sales, which declined 8 percent from 1993 to 1994. Mark's

strategy was to turn North American sales around through

new product introductions such as a variant of Irish Springsoap and an extension of the Murphy's Oil Soap brand into

a Murphy's Kitchen Care line of all-purpose cleaners. Under

the leadership of Lois D. Juliber, who formerly headed up

new product development, the North American sector was

able to introduce several products within a short span for

the first time.

A hidden jewel within the Colgate empire in the 1990s wasits pet foods sector, Hill's Pet Nutrition. The worldwide

leader in therapeutic and specialty wellness pet food, Hill's

enjoyed a compound annual growth rate of 14.6 percent

from 1989 to 1994. During this period the market for

premium pet food increased dramatically in Europe and



Japan, with Hill's snatching a substantial portion of this

growth. Overall, pet foods were one of Colgate's leading

profit generators, boasting gross margins of 55 to 60

percent.

Early in 1995 Colgate made another major acquisition with

the $1.04 billion purchase of Kolynos Oral Care from

American Home Products, which gained it the Kolynos

toothpaste brand, the top brand in Brazil and a leader in

several other Latin American countries. This purchase

pushed Colgate's share of the Latin American oral-care

market from 54 percent to 79 percent.

In September 1995 Colgate announced another major

restructuring of its operations to close or reconfigure 24

additional factories and cut 3,000 more employees (more

than 8 percent of the workforce). Mark said the action was

necessary to finance new growth initiatives; Colgate took a

$369 million charge as a result. The 1995 figures were also

affected by a deepening recession in Mexico, which had

accounted for 11 percent of sales and 20 percent of profits

in 1994.

Principal Subsidiaries

Colgate Flavors and Fragrances, Inc.; Colgate (Guangzhou)

Co. Ltd. (China); Colgate Oral Pharmaceuticals, Inc.;

Colgate-Palmolive (America), Inc.; Colgate-Palmolive (Asia)

Pte. Ltd. (Singapore); Colgate-Palmolive Argentina S.A.;

Colgate-Palmolive A/S (Denmark); Colgate-Palmolive



Belgium S.A./N.V.; Colgate-Palmolive

Beteiligungsgesellschaft mbH (Germany); Colgate-

Palmolive Canada, Inc.; Colgate-Palmolive (Central

America), Inc.; Colgate-Palmolive (Centro America) S.A.

(Guatemala); Colgate-Palmolive Chile S.A.; Colgate-

Palmolive Cia.; Colgate-Palmolive (Hellas) S.A.I.C.

(Greece); Colgate-Palmolive Compania Anonima

(Venezuela); Colgate-Palmolive Company, Distr. (Puerto

Rico); Colgate-Palmolive del Ecuador S.A.I.C.; Colgate-

Palmolive de Puerto Rico, Inc.; Colgate-Palmolive

Deutschland Holding GmbH (Germany); Colgate-Palmolive

(Dominican Republic), Inc.; Colgate-Palmolive (Eastern)Pte. Ltd. (Singapore); Colgate-Palmolive España, S.A./N.V.

(Spain); Colgate-Palmolive Europe S.A. (Belgium); Colgate-

Palmolive Europe Sarl (Switzerland); Colgate-Palmolive

G.m.b.H. (Germany); Colgate-Palmolive (Guangzhou) Co.,

Ltd. (China); Colgate-Palmolive (H.K.) Ltd. (Hong Kong);

Colgate-Palmolive Holding Inc.; Colgate-Palmolive

Holdings (UK) Limited; Colgate-Palmolive Holding S. Com.

p.a. (Spain); Colgate-Palmolive Inc. S.A. (Uruguay);Colgate-Palmolive (India) Limited; Colgate-Palmolive

Industria e Comercio Ltda. (Brazil); Colgate-Palmolive

Industrial Unipessoal, Lda. (Portugal); Colgate-Palmolive

International LLC; Colgate-Palmolive Investments, Inc.;

Colgate-Palmolive Ltd. (New Zealand); Colgate-Palmolive

(Malaysia) Sdn Bhd; Colgate-Palmolive (Marketing) Sdn

Bhd (Malaysia); Colgate-Palmolive Nederland BV

(Netherlands); Colgate-Palmolive Norge A/S (Norway);

Colgate-Palmolive Philippines, Inc.; Colgate-Palmolive

(Poland) Sp. z 0.0.; Colgate-Palmolive Pty Limited

(Australia); Colgate-Palmolive (Pty) Limited (South Africa);

Colgate-Palmolive Services, S.A. (France); Colgate-



Palmolive, S.A. de C.V. (Mexico); Colgate-Palmolive S.p.A.

(Italy); Colgate-Palmolive Temizlik Urunleri Sanayi ve

Ticaret, A.S. (Turkey); Colgate-Palmolive (Thailand) Ltd.;

Colgate Sanxiao Company Limited (China); Cotelle S.A.

(France); CPIF Venture, Inc.; GABA Holdings Delaware,

LLC; GABA Holding A.G. (Switzerland); Hawley & Hazel

Chemical Company (HK) Limited (Hong Kong); Hawley &

Hazel Chemical Company (Zhongshou) Limited (China);

Hawley & Hazel Chemical (Taiwan) Corporation Ltd.; Hill's

Pet Nutrition, Inc.; Hill's Pet Nutrition Indiana, Inc.; Hill's

Pet Nutrition Limited (U.K.); Hill's Pet Nutrition Sales, Inc.;

Hill's Pet Nutrition Manufacturing, B.V. (Netherlands);

Hill's Pet Nutrition SNC (France); Hill's Pet Products, Inc.;

Hill's-Colgate (Japan) Ltd.; Inmobiliara Hills, S.A. de C.V.

(Mexico); Kolynos Corporation; Mission Hills, S.A. de C.V.

(Mexico); Norwood International Incorporated; Softsoap

Enterprises, Inc.

Principal Competitors

The Procter & Gamble Company; Unilever; The Clorox

Company; S.C. Johnson & Son, Inc.; The Gillette Company;

Johnson & Johnson; Alberto-Culver Company; Reckitt





then the companies performance is not upto its

satisfactory limit.

Also the capital structure of the company is very

important to analyse.It simply measures the that

how much a company is collecting capital from

equity through public issue and how much through

debt issue as the total value of the firm is calculated

as the sum of the total market value of the equity

and the total market value of debt.

The more debt in the company more is the risk

involved in the business and the return involved isalso higher.

Debt equity ratio helps us to know what amount of

ratio is involved in debt and equity and how is it

useful in constructing its capital.

The interest coverage ratio helps us to analyse the

capability of the company to pay back its debt in themarket.

Documents

Assignment on Fm Ph Rao