Professional Documents
Culture Documents
Table of Contents
1 Introduction .................................................................................................................................... 3 1.1 ....................................................................................................................................................... 3 1.2 1.3 1.4 History & Evolution ................................................................................................................. 3 Organizational Structure ......................................................................................................... 5 ITC Leadership & Hierarchy..................................................................................................... 5 Organizational Chart ....................................................................................................... 5 The Whos Who of ITC .................................................................................................... 6
Growth and Diversification ............................................................................................................. 8 2.1 2.2 Core Challenges faced ............................................................................................................. 8 Corporate Strategies ............................................................................................................... 8
3 4 5 6
The BCG Matrix for ITC Ltd.............................................................................................................. 9 DISTRIBUTION NETWORK............................................................................................................. 10 PEST analysis ................................................................................................................................. 11 Technology And ITC....................................................................................................................... 11 6.1 WORK CULTURE .................................................................................................................... 12
1 Introduction
1.1
ITC is one of India's foremost private sector companies with a market capitalisation of nearly US $ 14 billion and a turnover of over US $ 5 billion. ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products. ITC's diversified status originates from its corporate strategy aimed at creating multiple drivers of growth anchored on its time-tested core competencies: unmatched distribution reach, superior brand-building capabilities, effective supply chain management and acknowledged service skills in hoteliering. Over time, the strategic forays into new businesses are expected to garner a significant share of these emerging high-growth markets in India. ITC's production facilities and hotels have won numerous national and international awards for quality, productivity, safety and environment management systems. ITC was the first company in India to voluntarily seek a corporate governance rating. ITC employs over 25,000 people at more than 60 locations across India. The Company continuously endeavors to enhance its wealth generating capabilities in a globalizing environment to consistently reward more than 3,49,000 shareholders, fulfill the aspirations of its stakeholders and meet societal expectations. This over-arching vision of the company is expressively captured in its corporate positioning statement: "Enduring Value. For the nation. For the Shareholder."
Company's name were removed effective September 18, 2001. The Company now stands rechristened 'ITC Limited'. The first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses. ITC's Packaging & Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company and the merged entity was named the Tribeni Tissues Division (TTD). TTD was merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty Papers Division in November 2002. Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business Division for export of agri-commodities. In 2000, ITC forayed into the Greeting, Gifting and Stationery products business with the launch of Expressions range of greeting cards. A line of premium range of notebooks under brand Paperkraft was launched in 2002.The popular range of notebooks was launched under brand Classmate in 2003. ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray into the popular segment with its men's wear brand, John Players, in 2002. In 2007, the Company introduced 'Miss Players'- a fashion brand in the popular segment for the young woman. In 2000, ITC spun off its information technology business into a wholly owned subsidiary, ITC Infotech India Limited, to more aggressively pursue emerging opportunities in this area. ITC's foray into the Foods business started in 2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In just seven years, the Foods business has grown to a significant size with over 200 differentiated products under six distinctive brands, with an enviable distribution reach, a rapidly growing market share and a solid market standing. In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire value chain found yet another expression in the Safety Matches initiative.ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership with the cottage sector.
ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath & body care products for men and women in July 2005. The Company launched ' Fiama Di Wills', a premium range of Shampoos, Shower Gels and Soaps in September, October and December 2007 respectively. The Company also launched the 'Superia' range of Soaps and Shampoos in the mass-market segment at select markets in October 2007 and Vivel De Wills & Vivel range of soaps in February and Vivel range of shampoos in June 2008.
III.
The leadership within ITC is exercised at three levels. The Board of Directors at the apex, as trustee of shareholders, carries the responsibility for strategic supervision of the Company. The strategic management of the Company rests with the Corporate Management Committee comprising the wholetime Directors and members drawn from senior management. The executive management of each business division is vested with the Divisional Management Committee (DMC), headed by the Chief Executive. 1.4.1 Organizational Chart
Board Of Directors
Audit Committee
Compensation Committee
Nomination Committee
Sustainability Committee
NON-EXECUTIVE DIRECTORS Anil Baijal S B Mathur P B Ramanujam R K Kaul D K Mehrotra Anthony Ruys B Vijayaraghavan S H Khan H G Powell Basudeb Sen
2
2.1
2.2
Corporate Strategies
Sustain multiple drivers of growth, matching internal capabilities with emerging market opportunities Pursue World class competitiveness in all businesses and across the entire value chain Best-in-class in terms of: o Internal Vitality o Market Standing
o Profitability Strategy of Organization and Governance processes geared to manage multiple businesses Blend core competencies and leverage ITC umbrella strengths to create new avenues of growth.
Cows FMCG-Cigarettes
4 DISTRIBUTION NETWORK
PEST analysis
Political
Huge burden of VAT Excise duty raised by union budget by 5 % Ban on communication Luxury tax in 10 states Smuggling 100% FDI allowed
Economical
Bidee : cigarette ratio-10:1 Profit margin is high Other forms of cheap tobacco intake
Social
Becoming status symbol Companions mounted by W.H.O. Changing attitudes towards tobacco May 31 is no tobacco day
Technological
State-of-the-art factories Cheap labour supply Development of IQMS Adapting other concepts like QC,TQM, KSS, 5 S, 6 sigma
centralization, and lateral information flow facilitation Technology is broadly referred to as the work performed by the organization. It includes the hardware, skills, and knowledge of the workers. There is much overlap between technology, task environment, and environment in organizational literature. The environment is both a supplier of an organization's technology while it is simultaneously acted upon by the organization. Some measures of technology are complexity, uncertainty, and interdependence. The rational system predictions are basically: 1. the greater the technical complexity, the greater the structural complexity. The structural response to technical diversity is organizational differentiation. 2. The greater the technical uncertainty, the less formalization and centralization. 3. The greater the technical interdependence, the more resources the must be devoted to coordination.
ITC is able to deliver leading-edge solutions consistently to its clients by bringing together highly talented people in a creative, collaborative environment. It is this environment that makes daily challenges enjoyable and rewarding and is one of the reasons why ITC is a great place to work. We take pride in our our core values, which shape the culture and define the character of our company. Focusing on teamwork: Together, you can experience the satisfaction of finding innovative ways to enable clients to reach their goals. Investing in training and development: We hire the best people and help them become even better in what they do. Providing a supportive work environment: With access to a vast array of resources, Accenture helps every employee build his or her career. Sharing our skills in the community: We focus on using our core skills to make a real difference to communities in a way that resonates with our business and our employees.
An ever changing, highly competitive global landscape necessitates the development of a strong, customer responsive world-class company empowered by its vision, values and vitality. ITC has consistently fostered a culture that rewards continuous learning, collaboration and development across the organisation to be future-ready and to meet the challenges posed by ever- changing market realities. ITCs Learning & Development vision reinforces this agenda by seeking to build ITCs talent and leadership pipeline and enhance organisational capability to compete, win in the marketplace and create enduring value for our stakeholders and society. ITCs Learning & Development initiatives include core programmes straddling various dimensions of Leadership, Capability Enhancement and Skill(s) Development along with customised programmes that address diverse capability-building needs at various levels of the organisation. These programmes cover not just functional competencies but behavioural inputs as well, to ensure comprehensive development of our human resources. Focused programmes aimed at ensuring meaningful induction of talent into the organisation, initiatives to address current and future capability requirements of the organisation, platforms to understand what the future holds for us in terms of technology and process advancement and development inputs to enhance managerial and leadership capability of our resources are the mainstay of our Learning & Development agenda.