Professional Documents
Culture Documents
1.RATIO ANALYSIS
SHOWING
INDUSTRY
THE LAST 5
Year
2013
2012
2011
2010
2009
2008
0.15
0.14
1.35
3.40
5.78
10.18
63.78
15.46
14.2
35.12
27.55
0.15
0.1
1.27
4.09
6.36
12.51
54.12
15.31
14.02
37.32
29.6
0.21
0.12
1.02
4.41
7.78
13.6
42.55
15.16
13.71
40.19
33.63
0.3
0.17
1.04
4.02
8.43
11.95
40.82
15.62
14.19
39.4
35.4
0.31
0.16
1.14
3.98
8.09
10.85
19.39
11.14
9.69
27.87
23.92
0.41
0.23
1.14
4.12
7.58
10.09
24.01
13.05
11.56
33.7
31.39
TABLE
KEY
RATIOS FOR
YEARS
The above ratios bring out following points: Seeing the last 5 years, the paint industry has shown a decreasing trend in using debt in the capital structure of the company.
Macroeconomic factors having an impact on the interest rates of debt in the country may have had an influence
The industry has shown stable current ratio over past years which has slightly increased in the last 2 years which reflects
balanced short term solvency position of the industry as a whole
Decreasing Inventory turnover ratio over the years reflects some problems in converting inventory into sales. The ratio shows
that industry is able to convert inventory into sales only 5-6 times in a year which has decreased as compared to last 5 years
Decreasing Debtor turnover ratio reflects inefficiency in converting the receivables into
cash. The industry has shown great efficiency in churning over the receivables but come
2013,a slight leniency has been observed in accommodating the customers and clients
which is reflected through lower debtor turnover
The increased profits combined with no relative further increase in debt have ensured
that interest coverage ratio has a magnifying increase. It ensures security of lenders with
regards to the annual interest payments
The industry has shown tremendous improvement in EBITDA margins after 2009, making
a landmark jump from 11.14% to 15.62% reflecting strong performance in companys
core operations and since then the industry has been able to maintain the EBITDA margin
thereon
Also as far as Return on Capital Employed is concerned, the industry has performed well,
improving ROCE from 28% to 39% but after those years despite the increase in absolute
profits, the increase has not been on the same lines as incremental investment in total
average assets, with ROCE settling at 35% for the year ending 2013
SUMMARY : Overall, the industry has shown tremendous growth and profitability after year 2009
The industry has established stable margins by
1 Lesser use of debt (Decreasing debt equity ratio)
2. Better utilisation of fixed assets in generating sales/turnover (Increasing Fixed
Assets Turnover)
3. Providing sense of security to the lendors (Increased Interest Cover)
4. Enhanced performance in core business operations (reflected through solid
EBITDA margins)
0.80
0.70
0.60
0.50
0.40
ASIAN PAINTS
0.30
BERGER
0.20
0.10
0.00
1
Year
ASIAN
BERGER
2011
2012
2013
0.488164 0.472597 0.564998
0.68233 0.661513 0.495185
14.00
12.00
10.00
8.00
BERGER
6.00
ASIAN
4.00
2.00
0.00
2011
2012
2013
YEAR
2011
2012
2013
BERGER
11.92
11.43
9.97
ASIAN
11.97
11.63
12.62
DECORATIVE PAINTS
Interior Paints
WallEmulsion
&
Distemper
Wood
MetalEnamel
Exterior Paints
Emulsion
Texture
Cement
MARKET LEADERS
Asian Paints is an Indian chemicals company headquartered in Mumbai, India. It
manufactures a paints for decorative and industrial use. Asian Paints is India's largest paint
company and Asia's third largest paint company, with a turnover of Rs 96.32 billion.
Besides Asian Paints, the group operates around the world through its subsidiaries Berger
International Limited, Apco Coatings, SCIB Paints and Taubmans. Asian Paints dominates
the Indian paint industry with a market share of 53%. Also, its strong brand equity allows
the company to have higher margins. The company has outpaced industry growth in last
ten years. International business contributes around 19% of its total sales which is
significant.
Berger Paints India Limited is an Indian paint company which operates chiefly in India
headquartered in Kolkata, India. It has come a long way since its inception in the year
1923. Indias second largest decorative paint player, Berger Paints is headquartered in
Kolkata and services the market through a distribution network of 82 stock points and
12,000+ paint retailers. Berger is a mid and mass segment player with a 20% market share.
Since a high proportion of its sales come from the decorative business in the mass
segment.
Auto
Paints(45%)
MARKET LEADER
Protective
Coatings(25%)
Power
Coatings
(15%)
Other
Industrials
Coatings(15%)
Kansai Nerolac Paints Ltd (formerly known as Goodlass Nerolac Paints Ltd) is largest in
industrial paint based in Mumbai. It is a subsidiary of Kansai Nerolac paints, JAPAN.[6] It is
engaged in the industrial, automotive and powder coating business. It develops and
supplies paint systems used on the finishing lines of electrical components, cycle, material
handling equipment, bus bodies, containers and furniture industries. The company has
around 18% market share. Around 45% of its revenue comes from the industry segment,
mainly auto industry and it is the leader in this segment.
Competition from outside is in the category of Wallpapers and in the rural areas
lime wash is conventionally used as substitute for paints.
To reduce the threat of substitution, all major players have their own wallpaper
units, which is to cater the growing interior designing market in India.
Share of small scale industries in india is roughly about 25% in the hand of some
2000 small scale units.
The unorganized industries market share is decreasing because of their inability to
provide services and improve their technology which the big players have done
successfully. Their distribution network is very weak and small, which is leading to
low volume and sales.
NEROLAC
BERGER
SHALIMAR
AKZO NOBEL
Interest
Coverage Ratio
Debt to equity 0.015
641.17
11.60
1.945
32.35
.047
0.3078
1.174
0.00
Gearing
0.015
ratio(Leverage)
0.0449
0.2353
0.54
0.00
ASIAN
PAINTS
50.60
High interest coverage ratio of all the companies shows that their ability to meet
interest expense is very good.
The low debt to equity denotes, lower dependency on debt for financing and more
on equity. Shalimar Paints uses more of debt than equity.
The leverage ratio for all the companies is stable.
QUALITATIVE FACTORS
STABILITY OF ASIAN PAINTS
The decorative paints segment demonstrates low risk characteristics due to its
steady growth and low volatility. In addition, the operating margins are steady with
players demonstrating their ability to pass on cost increases to their customers.
Therefore, Asian paints which is the market leader in this category has stable sales .
POLITICAL STABILITY
Strikes and lockouts can increase the production cost as Paint industries have to
maintain high volume of inventory, which can increase the cost. But high political
stability in India leads to stability in the manufacturing sectors
REAL ESTATE
Real estate prices have a multiplier effect on the stability of Indian paint industry.
During recessionary periods when the prices of real estate went up, the demand for
paint in the decorative sector went down.
17.12%
12.62%
2008-09
2009-10
2010-11
2011-12
2012-13
ASIAN
PAINTS
KANSAI
NEROLAC
AKZO
NOBEL
INDIA
BERGER
PAINTS
INDIA
SHALIMAR
PAINTS
50.60
52.10
52.40
50.83
50.76
16.30
17.35
17.73
16.58
16.16
10.76
9.62
9.09
12.46
12.62
17.93
17.17
17.41
17.01
17.12
4.39
3.73
3.36
3.10
2.99
100
M
A
R
K
E
T
90
S
H
A
R
E
40
80
70
60
Shalimar Paints
50
30
Kansai Nerolac
20
Asian Paints
10
0
2008-09
2009-10
2010-11
2011-12
2012-13
YEAR
In 2011-12 the amalgamation of Akzo Nobel Car Refinishes India (Private) Limited,
Akzo Nobel Chemicals (India) Limited and Akzo Nobel Coatings India (Private)
Limited led to an increase in Akzo Nobels total revenue from Rs 11,955 million in
2010-2011 to Rs 21,001 million in 2011-2012, which is an increase of 43.07%.
This led to an increase in market share of Akzo Nobel from 9.09% in 2010-11 to
12.46% in 2011-12.
Asian Metals Containers is one of the suppliers of the printed tins to the company
Titanium Dioxide is the largest consumed raw material for manufacture of paints. It
is available in two grades, - rutile (imported and mainly used by the Indian Paint
industry) and anatese (manufactured domestically).Travancore Titanium Products,
Kerala & Kerala Minerals and Metals Ltd, are some of the major suppliers.
The other petroleum based raw materials are mostly supplied by HPCL and BPCL.
Vimal Minerals and Himalaya Minerals are the supplier of Extenders to the co.
Indofil Chemicals, Pidilite Industries, Fine Organics ltd, are the few suppliers of
additives to the company.
But majority of the other raw materials for Asian Paints is being imported from
other countries.
The company has succeeded in establishing themselves in rural parts of India by a large
distribution network as well as retail outlets.
Vertical Integration:
Vertical Integration has seen it diversify into products such as Pentaerythritol and Phthalic
anhydride (PAN), which are used in the paint manufacturing process.
Asian Paints ventured into Phthalic Anhydride manufacturing as a part of backward
integration endeavours.
Asian Paints along with PPG Inc, USA, one of the largest automotive coatings manufacturer
in the world is in a 50-50 joint venture, Asian PPG Industries to service the increasing
requirements of the Indian automotive coatings market.
Another wholly owned subsidiary, Asian Paints Industrial Coatings Ltd has been set up to
cater to the powder coatings market which is one of the fastest growing segments in the
industrial coatings market.
This wholly owned subsidiary of Asian Paints has entered into a tie up with Canada based
Protech Chemicals which is one of the top ten powder coatings companies in the world for
technological know-how in the area of powder coatings.
Consumer Behavior and Preferences:
In order to identify the consuming behavior of paints and how the paint industry operates,
a secondary market research was done, wherein the dealers gave the following insights
about the industry:
Berger Paints:
It has well established operations & supply chain network spanning throughout the country
with 7 manufacturing facilities, 85 depots, besides 4 facilities overseas.
Supplier base:
Berger Paints Ltd and ICI Ltd are in a 50-50 joint venture to manufacture auto and
industrial coatings at Rishra, West Bengal.
In 2006, Berger entered into a Joint Venture agreement with Nippon Bee Chemical
Co Ltd of Japan for the purpose of formation of a company for the manufacture and
sale of coatings for plastic substrates used in automobiles and parts thereof in India
Berger Paints is a lone supplier of protective coatings to Nuclear Power Plants.
Berger paints is in collaboration with Herbert Sons Gmbh for auto coatings, Valspar
Corp Inc. for heavy duty coatings and also, Teodur BV for powder coatings.
Berger also has a tie up with Becker of Sweden, to manufacture coil coatings for
steel furnaces.
PRICING STRATEGY:
In the paints industry price is used only as a differentiator between the various segments in
the same product line. The prices of different brands in the same segment remain more or
less similar, with just a difference of 30 to 40 paise per sq feet. Some of the specialty
products, not produced by all brands, are priced at a higher price.
Pricing decisions in the paint industry largely depend on the price of the inputs like
petroleum products, other raw materials most of which are imported, excise duties and
taxes. Most of the paint companies offer a 5 % margin to the dealer. Due to internal
competition, the dealers pass on this advantage to the customers by reducing their own
margin to 2-3%. This is a cause of concern for the paint companies because they have to
keep a constant check on the prices offered in the market. Paint companies also offer a lot
of discounts like cash discounts, volume discounts, seasonal discounts and allowances.
Characteristics of Competitors
Berger Paints
Berger's shift to high growth and margin emulsion products, backward integration efforts for its
emulsion requirements and expanding distribution network will enable it to hold on to its market
share because of the following reasons:
1. It has built a robust distribution network
2. Strong relationships with dealers-painters
3. Wide product portfolio
4. It is now targeting premiumisation of its product portfolio with a renewed focus on advertising
and promotional activities.
In addition to premiumisation, Berger also has the second-best distribution network amongst paint
manufacturers.
Its distribution network is estimated to be around 42 percent higher than that of Kansai Nerolac's a major edge over peers.
Asian Paints Berger enjoys a strong foothold in Tier-II and Tier-III cities , which will aid its growth in
future.
Analysts believe Berger needs to increase its distribution efficiencies significantly to start gaining
market share from Asian Paints.
What is more, Berger also needs to strengthen its brand for its sub-brands such as Silk, Rangoli,
Bison and Jadoo to.
Asian Paints
Asian Paint produces PAN (Phthalic Anhydride) and PET(Pentaerythritol)
Reduction in production costs by 35%
Competitors are importing these processes
Inventory Cost
Improved Processes
Strategy changed to manufacturing bases rather than shades, thus providing economies of
scale
Using i2 Master planner to decide the raw material and packing materials and which plant
to manufacture what product depending on:
Capacity Constraints
Enironmental Constraints
Key Raw Materials
Industrial paints are slated to grow at an annual rate of 10 to 12 per cent per
annum for the next few years
Industrial paint manufacturers would benefit from the burst in the passenger car
sales
Reduction of excise duties from a high of 40 per cent to 16 per cent in the last five
years, has made the numerous small-scale units unviable, as they no longer have a
price advantage over the organized sector
Indian paint companies with a strong technical alliance, better distribution network
and an ability to compete in the global markets would emerge victorious in the
paint war in future