One of India’s oldest brands—the 109-year old ‘Godrej’—is going for a makeover.

First
‘etched’ on padlocks when the Godrej group was founded at Lalbaug in 1897, the brand now
straddles products as diverse as steel cupboards, soaps, hair dye, refrigerators, edible oil and
furniture. All 8 companies of the Rs 6,200-crore Godrej group will sport the new brand
identity soon.

Tanya Godrej, daughter of group chairman Adi Godrej, is in charge of the makeover plan
which is aimed at creating a common group identity that is modern as well as contemporary.
In 2002, the group had conducted a study which indicated that the Godrej brand had the
image of a “frumpy old lady” and “an industrial brand”. Godrej has now roped in JWT India
to design the new logo, according to industry sources.

When contacted, Adi Godrej, chairman & managing director of Godrej Group, confirmed the
development, “We are working on repositioning the Godrej brand and logo and are looking at
new brand-building exercises.”

When contacted, Adi Godrej, chairman & managing director of Godrej Group, confirmed the
development, “We are working on repositioning the Godrej brand and logo and are looking at
new brand-building exercises.”

Originally, a lock manufacturing firm founded by Ardeshir Godrej, the group has branched
into areas as diverse as insecticides, personal care, agri, security systems, home appliances,
office equipment, machine tools, chemicals and real estate in over a century of existence.

“To give a contemporary look to the ‘Godrej’ brand, the company will be launching new
corporate ad campaigns too. For quite some time, the group was looking at a unified way of
communicating its brand values,” added industry sources. To start with, the group is
harmonising corporate identities of its eight companies under a single entity in blazing red.
Prior to the move, Godrej Agrovet had its logo in green, while Godrej Consumer Products
sported a blue corporate logo.

GCPL COMPANY DETAILS

Godrej Consumer Products Limited (GCPL) Company Profile

Corporate headquarters Mumbai, India

Local office address Godrej & Boyce Mfg. Company Ltd., Pirojshanagar, Eastern
Express Highway, Vikhroli, Mumbai - 400079
Number of employees 950
Revenue Rs. 6573.2 million (146 mn USD)
Manufacturing sub-segment Consumer Packaged Goods
Main business groupings The business groups are based on Product Lines
Key manufacturing locations/facilities Malanpur (M.P.), Guwahati (Assam), Silvassa (U.T.) and Baddi
(H.P.)
Products Toiletries, Hair Care, Household Care, Fabric Care & Body Care
GCPL COMPANY DETAILS

Godrej Consumer Products Limited (GCPL) Company Profile

URL www.godrejcp.com

GCPL is part of the Godrej group, which is one of the largest engineering and consumer
Products Company in the country having varied interests from engineering to personal care
products with a total sales turnover of about 1100 million USD. One of India's outstanding
industrial corporations, 'Godrej' has become a household name for several generations of
Indians.

The Godrej Group was established in 1897 and has since grown into a $1 billion conglomerate.

The Parent company’s commitment is truly reflected in its mission – “Enriching Quality of Life
Everyday Everywhere” and vision – “Godrej in every home and work place”. The company is
based on the four pillars of Integrity, Service, and Trust & Respect.

The Godrej label has come to mean different things to different people across the length and
breadth of India. Companies operating under the group umbrella are involved in a wide range
of businesses -- from locks and safes to typewriters and word processors, from refrigerators and
furniture to machine tools and process equipment, from engineering workstations to cosmetics
and detergents, from edible oils and chemicals to agro products. And one such part of Godrej
group is the Godrej Consumer Products Ltd (GCPL).

The CPG segment ranks among the leading implementers of Information Technology. Some of
the prominent areas where CPG organizations are harnessing the power of IT include Supply
Chain Management, Dealer Management, Customer Relationship Management and Sales Force
Management. CPG companies are also one of the highest spenders on information technology.

Problem/Opportunity Facing The Company:

For GCPL, the thrust on IT started about a decade back, when as a group it decided to adopt
ERP across the enterprise. In 1995-96, GCPL was one of the very early companies in India to
adopt ERP. It selected MFG/PRO as the ERP package.
In 2000, GCPL decided to look beyond ERP & leverage the Internet to the maximum possible
extent. While ERP MFG/PRO had helped GCPL significantly to gain benefits within the
organization; the new initiatives were to connect the business partners outside the organization.
MFG/PRO has a de-centralized architecture and doesnot support B2B, dealer or supplier
networks. Also MFG/PRO has not kept pace with the market developments.
At this time, Accenture was hired to prepare the 'Strategic IT Investment roadmap' for the next
five years.
This requirement gave rise to a new initiative in the form of SAMPARK for connecting
distributors and another initiative called SAHAYOG to connect to the suppliers. While these
two initiatives connect to the two ends of the supply chain, GCPL also has an initiative known
as Godrej IT. Godrej IT is a portal for employees of the organization. Godrej IT is the company
intranet and is like a virtual workplace encompassing all the workflows like performance
appraisal, leave and reimbursements into it. It also helps the employees located away from
Head Office to know what's happening in the organization. It also helps in sharing best
practices, learning’s, events, updates etc across the organization. All the above initiatives and
the current IT investments at GCPL align with the strategy document on IT submitted by
Accenture earlier.
SAMPARK is one of the most successful IT implementations at GCPL. It is a combination of
more than one product. One of the challenges the Company faced 3-4 years back was to bring
distributors into the IT infrastructure. The need came because of the non-visibility of stocks at
the distributor end. GCPL had to entirely depend upon their estimates, intuition and knowledge
of the field force.
Bringing the distributors into the IT architecture was a big challenge. GCPL needed a solution
that was not a technical challenge for all concerned and was aligned to the business logic.
GCPL also realized that the initiative can only be successful if distributors see benefit in
adopting it. Till 2-3 years back, GCPL faced stiff resistance to their Sampark Initiative.
However, slowly the distributors realized the benefits from the system and have started
participating actively in it.
GCPL has around 1200 distributors of which around 400-450 are A-class distributors
contributing 75-80% of the total business. Remaining 750-800 distributors are B & C class
distributors.
Working of SAMPARK
The underlying business concept behind this IT initiative is based on replenishment. It monitors
the inventory levels at distributor end and based on that it suggests a replenishment plan.
The distributor has to furnish information on sales to CFA. The information on current stock
levels and Goods-in-transit flows from CFA to distributors as also to GCPL The system
considers all the above three things to determine the order level by considering the
replenishment logic.
The initial challenge was that the distributors were not open to sharing the above data. Also the
technical challenge was that most of the distributors were using some software or the other.
The Distributors felt that GCPL will get insights into their data and they had an apprehension
that their data will be shared with other distributors. GCPL considered various options to
overcome these challenges.
Option 1 was to write 450 interface programs individually for all the distributors. The
distributors were using some proprietary software for recording their day-to-day transactions.
Extracting the information from their existing software meant coding about 450 extract
routines. First this was a big task and then sustaining 450 programs was another difficulty.
Therefore, this option was ruled out.
Option 2 was to develop web based data entry form on Internet. So distributors would come to
web site at the end of the day & then fill all the details. However, considering the low quality of
net connectivity at most of the distributor locations and the time required to fructify this option,
it was ruled out. Also, it would have been a time consuming process and it was difficult to
gauge the accuracy of the data entered.
Option 3 was to customize the ERP for them. Chennai-based BOTREE specializes in
developing ERP for CPG sector. Therefore, GCPL obtained the BOTREE ERP solution and
decided to customize it. It took GCPL 4-5 months to implement and customize the solution at
Distributor end and convince them to use it instead of packages, which they were using earlier.
The second part of this was to develop a replenishment engine, which would run on the data
collected by the all the mini ERP of the distributors and generate a Sales order, which would be
processed by the CFA. GCPL has used J2EE compliant commerce server: Broadvision one-to-
one Enterprise for the Central Replenishment engine. This system works on a portal framework
– which is a cutting edge concept in web applications. Deployment of new functionalities is
done in a modular way, without affecting the user interface or security aspects. This typifies the
classical three tier technical Architecture which can scale up to cater to practically over a
million users.
With so much of data flowing to-and-fro on a daily basis, it was imperative that the
transmission of data from the CFA’s and distributors be done in a reliable and robust manner.
After due diligence, the team selected IBM MQ series as the middleware which ensures the
flow of data across all these 450 locations in a secure and user friendly framework.
The IT team at GCPL had no role in pushing the distributors. To convince them, GCPL made a
team of sales manger & 4 Officer Executive level people (one for each region) and they were
made a part of the SAMPARK initiative. Each of the 450 distributors was extensively trained
by a special team of 13 personnel (culled out from the Sales organization) with the help of
Wipro. Lot of time was spent in educating the distributor on the benefits of using the system
and assuring him of increased ROI within 4 months of usage. The distributors clearly saw merit
in adapting to the system and were fully convinced about the win-win solution. While GCPL
benefited by a daily visibility of the retailing information, the distributor benefited from much
lower inventory carrying costs. This implementation has re-organized the push-sales tactic
followed before. Now, the distributor invests smaller chunks of capital, for shorter time-
periods. Also, product stagnation on the distributor's end is reduced, and there are fewer
chances of scarcity of a particular brand in the marketplace. Invariably, this translates to better
brand visibility, and higher profits. Though this project took some time to reach wide
acceptance, it’s part of the accepted routine now.
Initially the initiative was piloted on 25 distributors and was used for day-to-day billing,
invoicing and payment processing. At the back-end, GCPL developed a replenishment engine
based on Broadvision platform.
The current IT architecture has 450 distributors, who use BOTREE as ERP. This solution is
desktop based and the software is called SAMPARK. Besides this, GCPL has 32 CFAs who
use MFG/PRO as ERP.
The current system works on data from 32 CFAs and 450 distributors. The 450 distributors
have Internet connection and the 32 CFAs are connected on WAN. To ensure that data is
properly collected, GCPL has deployed middleware based on IBM platform i.e. (IBM MQ
Series). This data is collected centrally into the Broadvision database. Broadvision application
layer has got the replenishment formula (SAMPARK Order Replenishment System).
At the end of each day, the 450 distributors log on to the BOTREE ERP program. This initiates
the data transfer process and takes data and transmits it to the central processor. From CFAs
also, GCPL gets the sales data on what has been supplied to the distributors during the day.
Based on this data, Invoice details are generated to the distributors. Therefore, the distributor
knows that he is to receive these invoices in the next few days. The distributor marks all the
invoices he receives. The invoices not received represent goods-in-transit.
Data accumulation is done by 2000 Hrs everyday. The replenishment engine starts running by
2200Hrs. By 3-4 am in the morning, everything is set & CFAs get the additional stock that is to
be shipped to the distributors.
Inventory level is maintained in term of number of days say in terms of 10 days of sale. It takes
the record of last 30 days sales and then the future expected sales and orders are generated on
per day sales basis. The SAMPARK initiative for these 450 distributors and 32 CFA's was
completed in 2005.
For SAMPARK, two consultants were hired Broadvision and Wipro. While Broadvision was
associated with building of the back-end logic for replenishment engine, Wipro was associated
with the rollout on distributor side. Wipro was selected because it had high geographic
coverage and a good support model. The basis for financial justification was the anticipate
reduction in stocks and the consequent savings from the reduced inventory levels.
Another objective of the project was to provide the daily secondary sales & stock information
to its field force, so that better informed decisions could be taken.
Implementation/Deployment:

TABLE 2

SAMPARK Project Implementation Details

Scope Cover 450 Distributors spread across India

Implementation Vendor driven initiative (WIPRO), incremental and Phased approach , use of pilot sites
strategy/approach

Timeline 18 months from conceptualization to the first roll-out to a Distributor.

Resources and team Sampark: Internal Team of 5 people. Business led proect,
structure

Description of solution Consists of Sampark DMS(Distributor Management System); Vendor-Botree Software International Ltd.-
components and suppliersChennai
of
the different components
Component-Sampark Web site ; Vendor- BroadVision

IT investment amount SAMPARK: Software cost=Rs 4.5 mn (0.1 mn USD); Hardware cost= Rs 10 mn. (0.02 mn USD)

SAHAYOG: Rs 2 mn (0.04 mn USD)

GCPL has extended Sampark to the suppliers and this initiative is called SAHAYOG. Based on
distributors sales, CFA generates orders and informs regional warehouse on the quantity that is
shipped to the CFA. Thus, CFA inventory level is also maintained at minimum. The data from
the Regional warehouse is shared with the Plant warehouse and based on it, the Plant
warehouse decides on the quantity that is to be shipped to the Regional warehouse.
Based on this, the manufacturing plants derive the quantity that is to be shipped to the plant
warehouse. This information helps GCPL to finally decide on the quantity of different products
to be produced at each of the plant.
Based on this, the supplier is informed of the quantity that is to be dispatched.
Thus for GCPL, SAHAYOG is like an extension of SAMPARK. Also now production is done
on the basis of demand. Also, now there is no over production. Production is matched to the
demand. And thus the entire supply chain is covered.
Replenishment for A-class distributors is done on a daily basis & for B & C class distributors it
is done on twice a week system.
For B & C class distributors GCPL did not want to give the ERP software. This was because it
is not easy to maintain the software at so many distributed sites. Also, these are small
distributors and most of them donot even have PCs. These distributors are also located at
remote places and providing them technical support wouldnot have been easy.
For these 750 distributors, GCPL thought of a different solution so that the investment was also
minimized. These small distributors call CFA two times a week and read the sales and stock
data over the phone. CFA's keys in the data by logging on the web-site and then the data is
taken backwards like in case of A-class distributors. This system was deployed in 3-4 months.
In this way, GCPL is now connected to all distributors.
In the next stage, GCPL is planning to connect to the retailers through SAMPOORNA. This
initiative has started recently. In this, 0.1 million retailers are to be connected. The system will
be based on replenishment logic again. Therefore, the retailers will also come into the current
IT architecture. From organization perspective the plan is complete and the IT implementation
is to start by May 2006.
The challenge for SAMPOORNA initiative is that the retailers will not be using any system. So
they cannot be connected directly. Thus to get data from them, GCPL will be using PDA’s and
mobile application for capturing retailing & Non Sampark Distributors’ data. Earlier field force
used to visit the retailers to get orders, now they will be getting stock details using PDA's from
retailers. And then the distributors with SAMPARK will synchronize the data taken from the
field force. Thus there is no overhead in terms of extra cost for the retailers.
Each A-class distributor will serve 200-300 retailers. Also only those 1 lakh retailers would be
covered which are under the 450 A-class distributors. The SAMPOORNA project will be
completed mostly by end of 2006.
Thus it is a trio of SAMPARK-SAHAYOG-SAMPOORNA. And a real-time visibility for total
end-to-end distribution would be there for GCPL across the Supply Chain.
Going forward, GCPL is also planning to change its ERP from MFG/PRO to SAP R/3.
Why SAP
Success of these initiatives was because of organizational/ Top Management push and now the
expectations are high from the IT systems across the organization. If the system doesn't work
for even couple of hours, there is a complete chaos. What is to be shipped is completely
generated by the system and there is a complete dependence on the system. Thus, the technical
challenge is to ensure that 5-6 softwares from different vendors (Botree, WIPRO, Broadvision
& IBM) work together. If any of the individual applications fails, the system fails.
Thus, sustaining these diverse systems is a challenge. Also, whenever any customization or
upgradation is there, it is difficult to incorporate it across all systems. Therefore, GCPL has
decided to have SAP at central level. It believes that SAP would be more robust as it would be
based on centralized system. The implementation of SAP was started around December, 2005.
The business logic for the Supply Chain will remain the same but the central system will be
under SAP in this arrangement.
The Supply Chain for GCPL consists of movement of Goods from the Plants (Factories) to the
Plant warehouse (PWH) to Regional warehouse (RWH). From RWH, the Goods move to CFA
and then to Distributor and then to Retailer and finally to the Customer. While the product flow
is sequential, the information flows are automated through the above systems so that
information is available for planning across different points in the Supply Chain much before
the Physical movement of Goods. The information flows in the new system are represented
below:
FIGURE 2

Replenishment Model for Class A Distributors: Information Flows

Daily Closing Stock

Distributors & Receipt information
Order Confirmation
Factories

Broad Vision
Application

Plant Broad Vision

Warehouse Database

Central Carry & Forward

Database Agent (CFA)
Regional
Warehouse Shipping and
invoicing
details
Location wise
stock
HO
MIS Reports
(Input for forecasting)
(Stock Report Fact, CFA, Dist.)

Source: Manufacturing Insights, 2006

 The initial calculations, which were done, showed that the benefit would be atleast 1% of the
sales i.e. around Rs. 60 millions (1.3 mn USD). On an overall basis inventory level has come
down by 50% & sales have gone up. Payback period with these numbers came close to ½ year.
To measure the benefits, distributors' stock was also monitored. For e.g. the stocks of a
distributor in Chambuur came down from 30 days to 8 days. Also his sales increased from Rs
1.6 million (0.04 mn USD) per month to Rs 2.4 million (0.05 mn USD) per month.
Overall, the Distributors reported a higher ROI – some distributors have reported about 20-
30% increase in their sales because of Sampark. With increased ROI, they have been able to
pump up the number of their Sales representatives resulting in higher sales. Some distributors
have reported about 15-20% increase in the number of outlets covered which directly reflects
on their top line and in turn on the Company's top line. There is a higher visibility of material
flow and Data flow across the supply chain

FIGURE 3

Trend in Net/ Sales/ Inventory

Inventory Turnover Ratio

20
11 2
15 14.97 3 4
2
12.59 3
4
10 9.95
7.62
5

0
2001-02 2002-03 2003-04 2004-05

Source: Manufacturing Insights, 2006

● The data & figure above clearly show that after the implementation of SAMPARK software
the inventory levels have decreased in the organization. This is clearly evident from the inventory
turnover ratio (Net Sales/Inventory). While the inventory turnover ratio was 14.97 for FY 2001-02,
it has halved to 7.62 in 2004-05. Overall, there has been a reduction of Inventory Holding days by
60% and a reduction of Stock-out situations by 60%.
Some of the other business benefits from each of these IT implementations are enlisted below:
SAMPARK:
● Improvement in Quality of Service: Sampark has helped GCPL to considerably strengthen
the bond of the Company with the distributors by significantly improving their quality of service to
distributors. Earlier, pressures on the Sales force in meeting primary sales targets led to
unnecessary ‘build up’ of stocks at the distributor’s end leading to high inventory carrying costs.
High Margins products were being pushed in preference to low margin products ignoring market
realities. This would invariably lead to stock-out conditions for some products. Sampark by its
inherent business logic accurately captures the market realities of the sale of GCPL’s products and
ensures a steady stream of ‘right’ dispatches from the CFA’s to the distributors. The distributor is
no longer besieged with unnecessary pile up of stocks and is able to control his stocks much more
efficiently. The Stock Placement Accuracy, which measures the delivery efficiency, has gone up
from 70% to +90%.
● Reduction in lead times: Using Sampark, GCPL has reduced the lead-time taken to
replenish a distributor. Their stock is replenished on a daily cycle compared to a weekly cycle
earlier. In the larger picture, lead times to respond to market demands have also reduced. Since the
carrying and forwarding agents (CFA) are intimated about stagnation or scarcity in advance,
precautionary measures can be taken days earlier than when following traditional methods. Due to
lower distribution inventory, GCPL can respond faster to competition via promotions, new product
launches without the concern about stock ‘buy-back’. The efficacy of any marketing campaign /
price scheme is now visible on an almost real time basis.
● Commercial and financial benefit: The traditional system of product-distribution followed a
21-day inventory cycle, at the end of which, surplus products were either recalled, or strategically
sold. Herein lay the stagnation: the distributor blocked his capital, and had little incentive to roll off
his stock. Using Sampark, the distributor does and shares his billing and inventory documentation
daily. This updates the carrying and forwarding units, who then replenish only that stock which is
sold out, and in realistically saleable units. It also makes for forecasting and alternative sales
strategies for those products facing low demand.
● The distributor, on his part, streamlines his investment strategies, banking his money in
smaller units for shorter periods of time, on assured sales. Thus, the returns on his investments are
higher, freeing up a little extra money that can be, for instance, invested in niche marketing
strategies, or hiring more on-field sales executives. More sales representatives are able to cover
more area per day, upping their daily target and increasing sales. Some concentrate only on
visibility-improving tactics such as display, or covering niche areas such as salons and other
places, which are more viable for lifestyle products – cosmetics and high-end grooming products.
There has been overall improvement in profits and improvement in customer support and average
response time to the distributors.
Benefits for the Sales Team:
● 60% reduction in time spent on collection and compilation of data from distributors
● Automation of claims data preparation
● Automated sales MIS for the distributor area
Therefore, increased availability of field working time

SAHAYOG:
● Improved Order tracking of Vendors/suppliers
● Reduction in dispatch lead time
● Quick settlement of outstanding

SAMPOORNA
● Extending the replenishment to the last link in the supply chain, thereby improving the
efficiency
● 30% time save in Order taking process at the retailer
● Increase in accuracy level of billing information.
● Better reach of all the range of Products.
The Critical success factor for the success of the SAMPARK project has been to ensure the
participation from distributors and continuous support of Top Management.
 After implementation of the above projects, GCPL realized that for integrating the stakeholders
in supply chain, the Big-bang approach doesn't work. It has to be a pilot-phased success since
the word-of-mouth spreads very quickly about the system to encourage others to adopt the
system. Also the robustness of the system is very important because the dependence of business
on the system is high.

Raveena Tandon chosen as brand ambassador for

Godrej Protekt 
By Satish Sundaresan, August 14, 2010 - 11:25 IST

Raveena Tandon may be out of sight these days, but she is definitely not out of
mind. How can one forget her effervescent performances in films like Patthar Ke
Phool, Andaaz Apna Apna, Satta, Shool etc. Well, the good news is that the lady is
back and how!

Bollywood Hungama's confirmed sources told us that the lady has now been
signed up as the brand ambassador by Godrej for its upcoming brand 'Godrej
Protekt'. The sources also added that the company was impressed by Raveena's
personality and her happy-go-lucky nature, something that was expected of the
brand ambassador to have! Well, on a professional front, Raveena does have a
couple of films, to rave about, both of which are women oriented subject. They
include Agni, a film that's based on the (in) famous Khap killings and Laboratory, a film that's based on the late
Ravindranath Tagore's life.

Godrej Interio aims to treble turnover at Rs

3,000 cr in 3 yrs
PTI | 12:10 PM,Oct 03,2010

Mumbai, Oct 3 (PTI) Furniture brand Godrej Interio is planning to treble its turnover to Rs 3,000
crore in three years due to growing demand. "We are planning to raise the turnover to Rs 3,000
crore from Rs 1,100 during 2009-10, in next three years," Godrej Interio Chief Operating Officer
Anil S Mathur told PTI here. Godrej Interio is the business unit of Godrej and Boyce
Manufacturing, part of the Godrej Group, and has 50 exclusive showrooms in 18 cities and 800
dealer outlets across the country. Mathur said, the company is planning on a franchise channel,
which will encourage entrepreneurs. "Instead of increasing our exclusive stores, we are planning
on this new franchise channel that aims to encourage entrepreneurs," he added. The company is
eyeing 200 franchisees in the next two-years. He further said that the company, which has three
manufacturing units in Mumbai, Guwahati and Uttarakhand, is planning to open two more units
by next year. "We are building a manufacturing unit in Pune with an investment of about Rs 100
crore in two phases, which will be operational by June 2011. We are also scouting for location to
open another unit in the southern region," he said. The company has a mission to conserve the
environment and reduce green house emission. "For this purpose, we aim to build at least one
manufacturing unit in each region," he said. .
Godrej.com » About Us » The Godrej Group

Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call
centers. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary
who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the
foundation of today’s Godrej empire. One of India’s most trusted brand, Godrej enjoys the patronage and trust
of over 470 million Indians every single day. Our customers mean the world to us. We are happy only when we
see a delighted 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 2.6 billion dollars. You think of Godrej as such an
integral part of India – like the bhangara or the kurta – that you may be surprised to know that 20% of our
business is done overseas. Our presence in more than 60 countries ensures that our customers are at home
with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and
the promise of brighter living for every customer, Godrej knows what makes India tick today.

Today, we are at a point in Godrej’s history when our amazing past is meeting up with its spectacular future
head on. Godrej is learning and relishing being young again.

companies

The spirit of entrepreneurship, the vision of a dynamic tomorrow, and the capacity to build and realize dreams!
This is the essence of the Godrej group. No wonder then, Godrej has become the symbol of a vibrant multi-
business enterprise touching the lives of millions and at the same time an icon of enduring ideals in a changing
world.

Godrej & Boyce

From locks to aerospace, furniture to construction, appliances to custom-built critical equipment, and several
more, Godrej & Boyce has a diverse range of products and services.
know more  

Godrej Industries
India's leading manufacturer of oleochemicals making more than a hundred chemicals for use in over two dozen
industries. Its products also include edible oils, vanaspati and bakery fats.
know more  
Godrej Properties
One of India’s leading real estate development companies focusing on residential, commercial and township
development.
know more  

Godrej Consumer Products

A major player in the Indian FMCG market with leadership in personal care, hair care, household care and fabric
care segments.
know more  

Godrej Household Products

Godrej Household Products Limited (GHPL) is a wholly owned subsidiary of Godrej Consumer Products Limited.
With strong brands like Good Knight, HIT, Jet, Ambipur, Brylcreem and Kiwi, GHPL is the market leader in the
Indian household insecticides category and has a dominant presence in the air care, shoe care and male hair
care markets.
know more  

Godrej Hershey
A joint venture between the Hershey Company, USA and the Godrej group, it is one of India's leading businesses
operating in Food and Beverages segment.
know more  

Godrej Agrovet
Diversified agribusiness company with interests in animal feed, oil palm plantations, agro chemicals and poultry.
It is india’s largest animal feed company.