A PROJECT REPORT ON “Studying the Availability, Visibility of the Products of Reckitt Benckiser (India) Limited and its Competitor Products in KB Stores in Delhi” Submitted to: Punjab Technical University, Jalandhar In partial fulfillment of the requirements for the degree of Masters in Business Administration Batch (2008-2010) Submitted By: 1
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
A
PROJECT REPORT
ON
“Studying the Availability, Visibility of the Products of Reckitt Benckiser (India) Limited and its Competitor Products in KB Stores in Delhi”
Submitted to:
Punjab Technical University, Jalandhar
In partial fulfillment of the requirements for the degree of
Masters in Business Administration
Batch (2008-2010)
Submitted By:
Bhanu Pratap Rao
MBA- 2nd sem.
RIMT- SCHOOL OF MANAGEMENT STUDIES
Mandi Gobindgarh, Punjab
1
Acknowledgement
It is not possible to prepare a project report without the assistance and encouragement of other
people. This one is certainly no exception. Completing a task is never the effort of a single
person. It is often the result of invaluable contribution of number of individuals in an indirect
manner.
I would like to give my deep sincere regard to those who helped me in the successful completion
of the project and preparation of the report.
I would like to owe debt of gratitude to Mr. Martand Singh (Zonal Sales Manager) and Mr.
Abhishek Singh (Marketing Trade Manager) for giving me the opportunity to gain exposure in
the organization.
I would like to express my sincere thanks to sMr. Sanjay Mahajan (TSI) and Mr. Aman
Agarwal (Distributor), who imparted help support & experience even at the cost of busy
schedule. Without this help it was not possible to complete this project.
I would also thank all DBSRs & KSRs agent for their invaluable support.
Thanking you:
Bhanu Pratap Rao
2
Executive Summary
There is a strong MNC presence in the Indian FMCG market. The Fast Moving Consumer Goods
(FMCG) sector is the fourth largest sector in the economy with a total market size in excess of
Rs 60,000 crore. This industry essentially comprises Consumer Non Durable (CND) products
and caters to the everyday need of the population.
The project will study the availability, visibility of the products of Reckitt Benkiser (India) Ltd
and its competitor products in KB Stores in Delhi. The Project Duration is of near about 45 days
viz. from 22nd June to 7th Aug.
The project will also study the order and supply system and how to increase the sale in KB
Stores.
Many of the KB Stores have been visited to consider all the aspects.
A detailed study will be done by collecting and analyzing the primary and secondary data.
3
Table of Contents
Contents Pg no.
Tittle Page 1
Acknowledgement 2
Executive Summary 3
Introduction-FMCG Sector 5
Company Overview and History 7
Brief Profile of the Business 9
Introduction to the Project 26
Review of Literature 32
Research Methodology 34
Analysis and Discussions 36
Findings and Evaluation 44
Conclusion 45
Limitations 46
Bibliography 47
Summary 48
Annexure 50
Suggestions 53
Recommendations 54
4
Introduction - FMCG Sector
The Fast Moving Consumer Goods (FMCG) sector is the fourth largest sector in the economy
with a total market size in excess of Rs 60,000 crore. This industry essentially comprises
Consumer Non Durable (CND) products and caters to the everyday need of the population.
Fast Moving Consumer Goods (FMCG), are products that are sold quickly at relatively low cost.
Though the absolute profit made on FMCG products is relatively small, they generally sell in
large quantities, so the cumulative profit on such products can be large. Examples of FMCG
generally include a wide range of frequently purchased consumer products such as toiletries,
soap, cosmetics, teeth cleaning products, shaving products and detergents, as well as other non-
durables such as glassware, light bulbs, batteries, paper products and plastic goods.FMCG may
also include pharmaceuticals, consumer electronics, packaged food products and drinks,
although these are often categorized separately.
Exports
India is one of the world’s largest producer for a number of FMCG products but its FMCG
exports are languishing at around Rs 1,000 crore only. There is significant potential for
increasing exports but there are certain factors inhibiting this. Small-scale sector reservations
limit ability to invest in technology and quality upgradation to achieve economies of scale.
Moreover, lower volume of higher value added products reduce scope for export to developing
countries.
Product Characteristics
Products belonging to the FMCG segment generally have the following characteristics:
They are used at least once a month
They are used directly by the end-consumer
They are non-durable
5
They are sold in packaged form
Industry Segments
Main segments of FMCG sector are:
Health and Personal Care
Fabric Care
Home Care
Food and Beverages
Growth Opportunities
Large untapped rural market
Export potential
Increasing disposable income with result in faster growth revenue
Present Challenges
Competition from the unbranded players in rural market
Bargaining power of consumers
Lack of innovative approach in distribution channel
Rising material, advertisement and distribution cost
"Me-too" products, which illegally mimic the labels of the established brands. These
products narrow the scope of FMCG products in rural and semi-urban market.
Benefits of Industry
Low operational costs
Presence of established distribution networks in both urban and rural areas
Presence of well-known brands in FMCG sector
Company Overview
6
Reckitt Benckiser is a global force in household, health and personal care, delivering ever better
solution of consumers.
The company has the sales of over 6 billion pounds consistently going ahead of the industry due
to its leading brands, its operation in over 60 countries and sales in 180, and its highly motivated
multinational management.
Reckitt Benckiser Group Plc. (Reckitt Benckiser) is principally engaged in the manufacturing
and marketing of household, cleaning, health and personal care products. The company
manufactures products related to several categories which include dishwashing, fabric care,
surface care, health, home care and personal care products and food. The company operates
through 60 operating companies across 180 countries. The company has 13 directly held
subsidiaries which include Propack, Reckitt Benckiser (Australia) Pty Limited, Reckitt Benckiser
(Brazil) Limited, Reckitt Benckiser (Canada) Inc. Reckitt Benckiser Deutschland GmbH, Reckitt
Benckiser Health care (UK) Limited, Reckitt Benckiser Inc., Reckitt Benckiser (India) Limited,
Reckitt Benckiser Italia and Reckitt Benckiser (UK) Limited. The company is headquartered in
the UK.
The company reported revenues of (British Pounds) GBP 6,563.00 million during the fiscal year
ended 2008, an increase of 24.56% over 2007. The operating profit of the company was GBP
1,505.00 million during the fiscal year 2008, an increase of 22.06% over 2007. The net profit of
the company was GBP 1,120.00 million during the fiscal year 2008, an increase of 19.40% over
2007.
In 2008, the BBC broadcast an investigaton into the methods Reckitt Benckiser used to maintain
the market share of the Gaviscon powerbrand.
The company held Platinum status in 2005, 2006, 2007, and 2008 in the Business.
History
7
Reckitt & Colman
Colman's was founded in 1814 when Jeremiah Colman began milling flour and mustard in
Norwich, England. Reckitt & Sons started in 1840 when Isaac Reckitt rented a starch mill in
Hull, England. He diversified into other household products and in due course passed on his
business to his four sons. Reckitt & Sons was first listed on the London Stock Exchange in 1888.
In 1938 Reckitt & Sons merged with J&J Colman to become Reckitt & Colman Ltd. Reckitt &
Colman sold the Colman's food business in 1995 but still has some food brands.
Benckiser
Johann A. Benckiser founded a business in Germany in 1823. Its main products were industrial
chemicals. Benckiser went public in 1997.
Merger and subsequent developments
The company was formed by a merger between Britain's Reckitt & Colman and the Dutch
company Benckiser NV in December of 1999. Bart Becht became CEO of this new company and
has been credited for its transformation, focusing on core brands and improving efficiency in the
supply chain . The new management team’s strategy of “innovation marketing”. – a combination
of increased marketing spend and product innovation, focusing on consumer needs – has been
linked to the company’s ongoing success. For example, in 2008, the company’s “rapid
succession of well publicised new product variants” were credited for helping them “to capture
shoppers' imagination” Business Week has also noted that “40% of Reckitt Benckiser's $10.5
billion in 2007 revenues came from products launched within the previous three years.”
In October 2005, Reckitt Benckiser agreed to purchase the over-the-counter drugs manufacturing
business of Boots Group, Boots Healthcare International, for £1.926 billion. The three main
brands acquired were Nurofen in analgesics; Strepsils sore throat lozenges; and Clearasil anti-
acne treatments.
In January 2008, the Company acquired Adams Respiratory Therapeutics Inc., a pharmaceutical
company, for $2.3bn: one of the major brands acquired with this purchase was Mucinex.
Brief Profile of the Business
8
Reckitt & BenckiserPlc, UK, promote Reckitt & Benckiser of India Ltd (Reckitt & Benckiser).
The company has business interests in household products, personal care and pharmaceuticals.
Key brands include Dettol, Cherry Blossom, Harpic, Robin liquid blue and Mortein. Around
40% of the company´s sales come from its flagship product Dettol. Dettol`s market share hovers
around 85% and its product portfolio comprises toilet soaps, anti germ liquids and talcum
powder. The remaining divisions, namely fabric care, shoe care and floor care contribute
approximately 15% to the total turnover.
Within the household products and the personal care segments, Reckitt & Benckiser is mainly
into insecticides, lavatory care, surface care, shoe care and air fresheners. Insecticides contribute
over 50% to Reckitt & Benckiser’s household business and 26% to its total sales. The company
has a strong brand Mortein in the insect repellent market with a total market share of 45% (coil
12% and mats 33%). In the relatively small lavatory care market (Rs320m), Reckitt &
Benckiser’s Harpic enjoys a 79.6% market share. Its brand Cherry enjoys a 79% market share in
the Indian shoe care industry. The Indian air freshener market is estimated at Rs120m with
Balsara Hygiene’s Odonil leading the market with an 80% share. Reckitt & Benckiser has
positioned its Haze brand at the premium end of the market. Regarding the wash-segment,
Reckitt & Benckiser is currently present only in the post-wash segment with its flagship brand
Robin Blue, which is in existence since 1984. Robin Blue powder market share is around 20%.
The company has entered into a joint venture, operational from March 1998, with
pharmaceutical major Nicholas Piramal; a company having a strong distribution reach with
chemists. The UK parent and Nicholas Piramal hold 40% stake each while the balance is with
Reckitt & Benckiser. The joint venture, Reckitt Piramal, is the largest over the counter (OTC)
pharmaceutical company in the country. The JV, besides improving sales of its flagship product
Dettol, which currently contributes to over 80% of the JV´s sales, would also help in pushing
other products like Dispirin and Gelora.
Recent Development
9
Reckitt Benckiser Plc and Lancaster Square Holdings SL, have made a voluntary offer to the
equity shareholders of Reckitt Benckiser India Ltd to acquire 41,91,339 equity shares of Rs 10
each, representing 12.73 per cent of the paid up equity share capital of Reckitt Benckiser India,
at Rs 250 per share, payable in cash. The specified date is August 16, 2002. The date of the
opening of the offer is September 2, 2002. The date of the closing of the offer is October 1, 2002.
In aggregate, Reckitt Benckiser Plc and Lancaster Square at present hold 28,721,849 fully paid
up equity shares of Rs 10 each, representing 87.27 per cent of the paid up equity share capital of
Reckitt Benckiser India. After the open offer the company plans to delist its shares.
Reckitt Benckiser Plc has received approval from the Foreign Investment Promotion Board
(FIPB) for infusion of funds of Rs 403.19 crore for the open offer of its subsidiary, Reckitt
Benckiser (India) Ltd. The parent has made an open offer to acquire the public shareholding of
Reckitt Benckiser (India) at Rs 250 per share.
The company is making serious efforts to improve penetration of the specialised toilet cleaner
and to upgrade the habits of Indian consumer. For this purpose, Reckitt & Benckiser has recently
tied up with sanitaryware major EID Parry’s premium brand Parryware for a co-branding
initiative in Delhi. The company has recently relaunched Cherry Blossom Shine in a handy and
compact case. The company also launched the Mortein Xtra Power range of mosquito coils and
mats. It extended the range of offerings of the Dettol brand further by recently introducing Dettol
Extra Care soap and Dettol talcum powder.
As part of its strategy, Reckitt & Benckiser has decided to pull out of its food products business.
Its factory at Chetla, which manufactures the Robinson brand of barley, is proposed to be sold as
a going concern. Negotiations in this regard are currently underway.
The merged overseas parent, christened Reckitt Benckiser Plc, which holds 51 per cent of the
company`s equity stake, was firming up its strategy to garner a higher share of the market for
dish wash, home care, fabric care and health care products. Reckitt & Benckiser would draw up
10
its strategy some time later in line with the parent company`s strategy. A decision on change in
the name of Reckitt & Benckiser would also be taken after the legal formalities are completed in
the UK.
The merged parent is also working on a global e-commerce initiative strategy. Initially, however,
this strategy will more likely to focus on B2B rather than B2C transactions. Reckitt’s Indian
operations would, for the time being, continue to be channeled through the existing distributors`
network.
Future Plans
The company will relaunch several products with new packaging, introducing new delivery
systems and offering better value to the customers. The pest control business will come under
greater focus as Reckitt & Benckiser sees a lot of potential in this segment in the future. Products
are also to be introduced under umbrella brands Mortein, Lizol and Dettol.
Strength of Organization and Culture
The Reckitt Benckiser culture lies at the heart of our success. Led by a strong management team,
who are heavily incentivised to achieve performance, our people are entrepreneurial and take it
upon themselves to own and create initiatives and deliver great execution. They are driven and
dynamic, and want to make their mark. We enjoy constructive conflict with each other and our
partners, and like to take calculated risks to gain advantage in some of the most competitive
markets in the world. We keep the organisation slim, streamlined and unbureaucratic. In this way
we can have fast decision-making, be spontaneous and respond rapidly to changing consumer
needs and market conditions.
Our commitment to performance is total, whether it is financial results or impacting upon climate
change and helping those more vulnerable in society. To tackle the total carbon footprint of our
products, from cradle-to-grave, in 2008 we progressed our Carbon 20 initiative and developed
11
detailed plans and measurements for working with consumers to achieve our commitment to
reduce our total carbon footprint by 20% by 2020.
This year we also delivered on the last part of our commitment to save 150,000 lives through
working with Save the Children across the world. We are now working with them on a new
programme, which will see our commitment have even more impact in the future.
Our Vision
Reckitt Benckiser passionately delivers better solutions in household cleaning and health &
personal care to customers and consumers, wherever they may be, for the ultimate purpose of
creating shareholder value.
Our Core Values
Performance unleashed
What is our company like? In short, we’re like our brands - strong, fast-acting and highly
effective. Join us here and you’ll find plenty of drive and energy, and a direct and open style. It’s
a place you’ll be given the freedom to make your mark very early in your career. We thrive on
constant innovation and tangible results. And there’s another thing that makes us truly
distinctive: at Reckitt Benckiser you’ll find a real passion to outperform.
From the very first day you join us we make sure you have a real job. Right from the start, you’ll
be expected to take ownership for the role you’ve chosen and supported in it. Expect to be
rewarded for success. Expect too, the freedom to enjoy a dynamic, international career in a
business that values achievement and commitment, not rules and process.
Four key values drive our business:-
12
Achievement
Achievement makes us who we are. We don’t just aim high, we aim to achieve beyond
expectation - to outperform. And we develop and support our people to outperform so we can all
achieve results wherever we focus, be it products, profits or CSR.
Entrepreneurship
We encourage bold thinking and commercial drive. We allow daring ideas to thrive and value the
passion that people bring in turning ideas into great execution.
Teamwork
We pull together to succeed. As individuals we are competitive high-achievers, but we bring our
strengths together when needed to work as one united by common principles and attitudes, not
rules and processes, to drive success.
Commitment
For us, ‘the buck stops here’. We take personal responsibility for our areas of accountability and
take the initiative in doing what’s needed. We aren’t slaves to process or spoon-fed. Our people
are given the latitude to do what they think is right within a framework for success. Leaders at all
levels select people against this attitude and develop it further to ensure the sustainability of the
business.
Company’s Strategy
Our clear and consistent strategy is to drive above industry growth and returns through:
A disproportionate focus on driving our Powerbrands, global leaders in categories with
high growth potential, and completing their international roll-out.
13
High levels of media and marketing investment, and continuous innovation.
Transforming net revenue growth into even better profit and strong cash flow.
Disproportionate focus on our 17 Powerbrands
Powerbrands are Reckitt Benckiser’s globally leading brands in high growth categories, and of
the 17 Powerbrands, 15 are either Number 1 or 2 globally. We have further strengthened our
leadership positions for our Powerbrands in 2008.
This year we further strengthened and refined our Powerbrands to 17, and we are transitioning
other brands with the same footprint into them. As an example, in the US we are transitioning
Electrasol and Jet Dry into the Finish brand, and in Europe, transitioning Calgonit into Finish.
This delivers both benefits for the consumer, through better and faster access to our innovation
pipeline, and increased effectiveness and efficiency for us, through common advertising and
packaging.
Our newly acquired Mucinex brand, the US’ leading cough and decongestion remedy, made it to
the Powerbrand list straightaway. This brand came with the acquisition of the Adams business
and has already delivered results over and above our challenging expectations.
Powerbrands accounted for 62% of Reckitt Benckiser’s 2008 net revenues. This is up from 61%
in 2007.
Continuing to invest behind our brands
Our growth has been achieved by ensuring that consumers know about our products and the
reasons to buy them. This year we again increased our marketing and advertising investment
behind our brands and reaped the reward. In harder market conditions, we think it is more
important, not less, to invest in keeping our brands at the forefront of consumers’ minds. Media
deflation has enabled us to get more value, but despite lower costs, we have increased our media
investment by 14% at constant exchange compared to the previous year. We remain amongst the
highest investors in media in the industry, with 12.4% of net revenue ploughed back into
advertising our brands.
Innovation – driving above average growth
14
Investment and product innovation are the key driving factors behind the Powerbrands’ and RB’s
growth. Consumers today are making their purchasing decisions with even greater scrutiny. Our
innovation has been crucial in giving consumers even more reason to buy our products.
Turning our growth into cash
We turn our growth into attractive profits and cash flow through margin expansion and cash
conversion.
We drive our margins by focusing on higher margin categories and products. We then build on
this by having a never-ceasing cost optimization programme, which in all market conditions
relentlessly looks at taking cost out without taking anything away from consumers and, where
possible, making the products even better. At a time when consumers are looking harder for
value for money, we are able to give them 10% more Vanish for the same price by reducing 70%
of the plastic in the packaging. We moved from a round tub to a resealable pouch. This also
helped improve Reckitt Benckiser’s environmental impact, which has remained an important
focus even in more challenging times.
Through our cost optimisation programme, we have managed to minimise the price increases we
passed on to consumers to partially offset the rise in commodity costs. With this activity, and
benefiting from the faster growth on our higher margin RB Pharmaceutical and consumer health
care businesses, we have driven adjusted operating margins up by 80bps and delivered very
strong cash flow. This has strengthened the financial position of the Company and allowed the
return of funds to shareholders. We have increased the full year dividend by 45% and funded a
£300m share buy back programme.
15
Company’s Brand
Reckitt Benckiser has five core categories:-
Surface Care (Profile of Category)
Disinfectant cleaners both clean and disinfect surfaces, killing 99.9% of germs. All purpose
cleaners are ideal for many household surfaces, particularly in the bathroom and kitchen.
Lavatory cleaners offer specialised cleaning and disinfecting for the toilet bowl and cistern.
Specialty cleaners are designed for specific tasks – from cleaning ovens to removing limescale.
Finally, Polishes & Waxes clean and shine hard surfaces such as furniture and floors.