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Journal articles on the topic 'ASIAN PAINTS'

Author: Grafiati

Published: 11 September 2023

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1

Jaiswal, Akanksha, Richa Pande, Kirti Deshpande, and Sabhanathan S. "Asian Paints: Towards a Lustrous HR Future." Emerging Economies Cases Journal 1, no. 1-2 (December 2019): 9–15. http://dx.doi.org/10.1177/2516604219884212.

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The case narrates the story of Asian Paints, an Indian organization operating in the paint industry. Although best practices were an integral part of Asian Paints from its inception, a shared language for all people decisions and processes was felt necessitated. The objective of this case is to highlight Asian Paints management’s need to professionalize the human resource (HR) processes and practices and strategize towards building the leadership pipeline. The case describes Asian Paints’ leadership competency framework (LCF) and examines its purpose of becoming a common language across all HR processes in the organization. This LCF not only addressed the existing business exigencies but also imbibed the culture on which Asian Paints was fabricated, thus, providing shared principles for all employee-related processes. Key people practices at Asian Paints are encapsulated in the competency framework which not only guides its own leaders but also serves as a benchmark for other organizations.

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2

Sinha, Subhashis, Nikunj Kumar Jain, Sachin Singh, and Ranjeet Nambudiri. "Asian Paints Company Limited: post-merger and acculturation challenges." Emerald Emerging Markets Case Studies 13, no. 2 (August 14, 2023): 1–23. http://dx.doi.org/10.1108/eemcs-04-2022-0141.

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Learning outcomes The case has the following learning objectives: to understand the dilemmas that an emerging market MNC faces during pre-and post-acquisition scenarios; understand and appreciate the basic tensions that arise when two different companies with different cultural setups are integrated; understand the importance of creating a culture integration road map to leverage the synergies of two successful companies; and understand the role of leadership in leading and managing change. Case overview/synopsis Asian Paints Ltd. has been a market leader in the Indian paint market for over five decades (since 1967). Over the years, starting in 1978, the company has steadily spread its footprint in the international arena as well. As of 2017, Asian Paints was a leader in 10 overseas markets, one of the top 3 paint companies in the Middle East, the largest paint manufacturing company in South Asia, and served 60 markets across the world. The international business contributed to around 12% of the company’s group turnover. In line with its long-term vision and to consolidate its presence in emerging markets, the company acquired Causeway Paints, a leading paint company in Sri Lanka, in April 2017. Asian Paints had a presence in Sri Lanka since 1999. Mr. Jatin Upadhyay, International Business Unit Head for Asian Paints, had played significant roles in the past in such acquisitions and was well aware of the impending challenges that came with such acquisitions. How would the integration of the two distinct entities be made possible without losing the overarching objective? How would the transition be managed? How would the cultural transition take place? What and how would the role be handled by the General Manager (GM) of Causeway Lanka? How would the new organisational structure support the transition? The case illustrates the complex management challenges that arise when a leading enterprise from a different country (Asian Paints) acquires a leading company in a different country, in this case, Causeway Paints, Sri Lanka. Complexity academic level The target audience for this case study is the students pursuing a post-graduate programme in management or an executive post-graduate programme in management. The case can also be used for management development programmes for experienced participants who are interested in understanding the possible scenarios that may arise after an acquisition when managing an international subsidiary in a different cultural setting. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

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3

Baidhya, Sapana. "Factor Influencing Brand Loyalty of Asian Paints User in Kathmandu Valley." Patan Prospective Journal 2, no. 1 (September 13, 2022): 188–200. http://dx.doi.org/10.3126/ppj.v2i1.48144.

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Purpose - It is tremendous competitive world, the companies have to keep up the long term relationship with the customers and essential to span of attention to the customers. Nowadays most of the customers purchase the products consideration of brand rather than inspecting the products. Brand loyalty is extent of the faithfulness on belief of customers to a particular brand, expressed through respect purchase. The main purpose of this study is to explore the factor influencing brand Asian Paints user in Kathmandu valley. Methodology – Descriptive and quantitative research design have been used for the study. Primary data has been collected through questionnaires using probability proportional sampling developed in five Likert scale for measuring factor influencing brand loyalty for Asian Paints user in Kathmandu valley Mean and Standard deviation have been used as tools for measurement. Findings –The empirical finding of this study variables found that the consumers have high brand royal due satisfaction and experience of Asian paints among the five variables based on average mean Score. Trust leads the repurchase of Asian paints is most consideration factor of the customers among different individual evaluation. Customers can quickly recall the logo of Asian Brand, is the least consideration and insufficient sector, this item is more consideration by Asian paints. Policy Implications – This research can be implicated for success and capture of market share of any product due to brand loyalty by improving the insufficient sectors which enhance the betterment of customer’s trust and faithfulness.

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4

Jain, Nikunj Kumar, Subhashis Sinha, and N. S. Iyer. "Industrial relations (Union) issues at Asian Paints Ltd." Emerald Emerging Markets Case Studies 8, no. 2 (June 20, 2018): 1–22. http://dx.doi.org/10.1108/eemcs-05-2017-0086.

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Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.

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5

-, Shreesh Dixit. "Marketing Strategies and S.W.O.T. Analysis of Asian Paints." International Journal For Multidisciplinary Research 5, no. 2 (March 19, 2023). http://dx.doi.org/10.36948/ijfmr.2023.v05i02.1937.

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With a revenue of Rs 30.2 billion, Asian Paints is the largest paint business in India and the third largest in Asia (around USD 680 million). In the business sector, the corporation is known for its professionalism, rapid expansion, and commitment to maximising shareholder value. Asian Paints has operations in 22 nations and 30 paint production plants worldwide, serving customers in over 65 nations. The group's subsidiaries Berger International Ltd, Apco Coatings, and SCIB Paints, in addition to Asian Paints, are active around the world. Businesses have made a lot of effort to ensure the quality and level of their products. The commercial has a significant obligation to promote companies on a national level. OTP platforms and television. In order to promote their products, brands have begun hiring well-known individuals. For instance, Mr. Ayushmann Khurrana was contacted by JSW Paints for the brand endorsement, while Ranbir Kapoor was contacted by Asian Paints for the same purpose. Both the market for water-based metallic paint and texture paints has seen an upsurge in demand recently. The market for washable water-based paints has expanded and reached new heights thanks to recent breakthroughs and advances.

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6

"Asian paints." Focus on Powder Coatings 2003, no. 2 (February 2003): 6–7. http://dx.doi.org/10.1016/s1364-5439(03)00211-9.

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7

"Asian Paints 2008–2009: Asian Paints Industrial Coatings." Focus on Powder Coatings 2009, no. 8 (August 2009): 3. http://dx.doi.org/10.1016/s1364-5439(09)70150-9.

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8

Choudhary, Kavya. "A CONSUMER BUYING BEHAVIOUR TOWARDS PAINTS WITH REFERENCE TO ASIAN PAINTS." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 06, no. 05 (May 7, 2022). http://dx.doi.org/10.55041/ijsrem12935.

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Earlier when houses were built or renovated, consumers did not give much attention to the paints used. Painting was never given as much importance when decisions were made regarding a house construction, but over the years due to the increase in competition, growth in infrastructure, consumer awareness about beauty, ambience and upkeep of their building, the consumer has become aware about the importance of buying best paints. People have started given a lot of importance to make their homes look beautiful and aesthetic. Initially the decision to buy paints depended up on the contractor or the construction firm but now it has slowly become part of the final user’s decision. With government assistance for the building and infrastructure sector, the industry is expected to grow at a rapid pace over the next five years, with enormous growth potential. This study talks about various paint brands with a focus on customers preferences, needs, wants and the factors that affects their decision while buying paints. This study also proves an already proven fact that Asian paint is the largest and most trusted paint brand in India. The study aims to determine how a company's efforts should be channeled and how they should formulate their future strategies according to the consumer preferences. The study also shows the impact of how a company's branding exercise and marketing strategies affects a consumer’s purchasing decisions towards paints. KEY WORDS-  Consumer buying behaviors.  Factors affecting it.  Indian paints industry.  About Asian paints.  Research conducted and it’s analysis.

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9

-, Priyashi Anand. "Holistic Study of Asian Paints." International Journal For Multidisciplinary Research 5, no. 4 (August 31, 2023). http://dx.doi.org/10.36948/ijfmr.2023.v05i04.5866.

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This study offers a comprehensive analysis of Asian Paints companies. The company has been able to create a name for itself in the industry through its quality products and services. The aim of this study is to discover and analyze the various aspects of Asian Paints including its business model, organizational structure, financial position, corporate social responsibilities, and future prospects. The report begins with an analysis of some of the paint industry and its major players and how Asian Paints has been able to establish itself in the market. It highlights how the company has been able to capture a large share of the market through its marketing strategies. It describes how the company has been able to deliver quality products and services to its customers. In addition, the report also investigates the organizational structure of Asian Paints and how it promotes a culture of creativity and collaboration. The study also analyzes the various aspects of the company such as operations, marketing, and human resource management which have helped the company to grow in such a competitive environment. In addition to this, the financial statements of Asian Paints have been thoroughly analyzed and researched and then given the major deviations based on the past two years. The report also identifies the various projects done by the company under corporate social responsibility (CSR). It also analyzes the future prospects of the company and probable opportunities that the business has to face in the future.

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10

"Asian Paints results." Focus on Powder Coatings 2012, no. 8 (August 2012): 4. http://dx.doi.org/10.1016/s1364-5439(12)70197-1.

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11

"Expansion at Asian Paints." Focus on Powder Coatings 2003, no. 1 (January 2003): 6. http://dx.doi.org/10.1016/s1364-5439(03)00108-4.

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12

"Asian Paints' biggest plant." Focus on Powder Coatings 2007, no. 11 (November 2007): 3. http://dx.doi.org/10.1016/s1364-5439(07)70200-9.

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13

"Asian Paints: weak growth." Focus on Powder Coatings 2017, no. 9 (September 2017): 4. http://dx.doi.org/10.1016/j.fopow.2017.08.022.

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14

"Asian Paints presents results." Focus on Powder Coatings 2018, no. 7 (July 2018): 3. http://dx.doi.org/10.1016/j.fopow.2018.06.009.

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15

"Asian Paints sells stake in Berger Paints Singapore." Focus on Powder Coatings 2019, no. 12 (December 2019): 3. http://dx.doi.org/10.1016/j.fopow.2019.11.009.

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16

"Asian Paints opens new paint plant in northern India." Focus on Powder Coatings 2010, no. 7 (July 2010): 4. http://dx.doi.org/10.1016/s1364-5439(10)70119-2.

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17

"Asian Paints to Set up Paints Facility in Mysuru." Focus on Powder Coatings 2015, no. 12 (December 2015): 2. http://dx.doi.org/10.1016/j.fopow.2015.11.010.

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18

"Paints and coatings: Asian market." Focus on Powder Coatings 2007, no. 11 (November 2007): 7. http://dx.doi.org/10.1016/s1364-5439(07)70220-4.

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19

"Asian Paints closes down unit." Focus on Powder Coatings 2014, no. 2 (February 2014): 3. http://dx.doi.org/10.1016/s1364-5439(14)70031-0.

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20

"Quickly: Asian Paints Transfers Holdings." Focus on Powder Coatings 2015, no. 11 (November 2015): 2. http://dx.doi.org/10.1016/j.fopow.2015.10.009.

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21

"Asian Paints releases 3Q results." Focus on Powder Coatings 2017, no. 4 (April 2017): 3. http://dx.doi.org/10.1016/j.fopow.2017.03.018.

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22

"Lacklustre performance by Asian Paints." Focus on Powder Coatings 2019, no. 7 (July 2019): 3. http://dx.doi.org/10.1016/j.fopow.2019.06.009.

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23

"Asian Paints second most valuable paints company in the world." Focus on Powder Coatings 2022, no. 2 (February 2022): 3. http://dx.doi.org/10.1016/j.fopow.2022.01.008.

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24

"Asian Paints to buy 51% stake in Ethiopia-based Kadisco Paint." Focus on Powder Coatings 2015, no. 1 (January 2015): 4. http://dx.doi.org/10.1016/s1364-5439(15)70014-6.

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25

"India: Asian Paints to change strategy." Pigment & Resin Technology 34, no. 2 (April 2005). http://dx.doi.org/10.1108/prt.2005.12934bab.031.

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26

"India: Asian Paints to change strategy." Anti-Corrosion Methods and Materials 52, no. 2 (April 2005). http://dx.doi.org/10.1108/acmm.2005.12852bab.026.

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27

"India: Asian Paints to change strategy." Focus on Powder Coatings 2005, no. 1 (January 2005): 7. http://dx.doi.org/10.1016/s1364-5439(05)00265-0.

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28

"Asian Paints 2008–2009: financial results." Focus on Powder Coatings 2009, no. 8 (August 2009): 3. http://dx.doi.org/10.1016/s1364-5439(09)70151-0.

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29

"Asian Paints scrip loses some lustre." Focus on Powder Coatings 2014, no. 3 (March 2014): 4. http://dx.doi.org/10.1016/s1364-5439(14)70064-4.

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30

"Asian Paints 1Q Sees Good Demand." Focus on Powder Coatings 2015, no. 11 (November 2015): 2. http://dx.doi.org/10.1016/j.fopow.2015.10.003.

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31

"Asian Paints rejigs Berger Int’l stake." Focus on Powder Coatings 2016, no. 11 (November 2016): 2–3. http://dx.doi.org/10.1016/j.fopow.2016.10.008.

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32

"Asian Paints to boost production capacity." Focus on Powder Coatings 2018, no. 2 (February 2018): 4. http://dx.doi.org/10.1016/j.fopow.2018.01.017.

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"Asian Paints to boost production capacity." Focus on Powder Coatings 2018, no. 6 (June 2018): 2. http://dx.doi.org/10.1016/j.fopow.2018.05.004.

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34

"Asian Paints commissions new powder coatings plant." Anti-Corrosion Methods and Materials 53, no. 5 (September 2006). http://dx.doi.org/10.1108/acmm.2006.12853eab.015.

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35

"Asian Paints gains from India's construction boom." Focus on Powder Coatings 2006, no. 8 (August 2006): 5. http://dx.doi.org/10.1016/s1364-5439(06)70576-7.

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36

"China boosts Asian paints and coatings growth." Focus on Powder Coatings 2007, no. 3 (March 2007): 6. http://dx.doi.org/10.1016/s1364-5439(07)70046-1.

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37

"Asian Paints: results for 4Q 2006-2007." Focus on Powder Coatings 2007, no. 7 (July 2007): 7. http://dx.doi.org/10.1016/s1364-5439(07)70128-4.

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38

"Asian Paints to sell off Australian unit." Focus on Powder Coatings 2007, no. 7 (July 2007): 7. http://dx.doi.org/10.1016/s1364-5439(07)70132-6.

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39

"Asian Paints: results for 3Q 2007-2008." Focus on Powder Coatings 2008, no. 3 (March 2008): 5. http://dx.doi.org/10.1016/s1364-5439(08)70053-4.

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40

"Asian Paints 2008–2009: International Business Unit." Focus on Powder Coatings 2009, no. 8 (August 2009): 3. http://dx.doi.org/10.1016/s1364-5439(09)70149-2.

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41

"Asian Paints consolidated results: 1Q FY 2010." Focus on Powder Coatings 2009, no. 10 (October 2009): 6. http://dx.doi.org/10.1016/s1364-5439(09)70209-6.

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42

"Asian Paints: results for 2Q 2009–2010." Focus on Powder Coatings 2009, no. 12 (December 2009): 3. http://dx.doi.org/10.1016/s1364-5439(09)70247-3.

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43

"Asian Paints: Results for 4Q 2009–2010." Focus on Powder Coatings 2010, no. 7 (July 2010): 4–5. http://dx.doi.org/10.1016/s1364-5439(10)70120-9.

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44

"Asian Paints: results for 2Q 2010–2011." Focus on Powder Coatings 2010, no. 12 (December 2010): 4–5. http://dx.doi.org/10.1016/s1364-5439(10)70238-0.

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45

"Asian Paints: results for 1Q 2011-2012." Focus on Powder Coatings 2011, no. 9 (September 2011): 4. http://dx.doi.org/10.1016/s1364-5439(11)70200-3.

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46

"Asian Paints: results for 2Q 2011–2012." Focus on Powder Coatings 2011, no. 12 (December 2011): 4. http://dx.doi.org/10.1016/s1364-5439(11)70306-9.

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47

"Asian Paints: Results for 1Q 2012-2013." Focus on Powder Coatings 2012, no. 9 (September 2012): 4. http://dx.doi.org/10.1016/s1364-5439(12)70228-9.

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48

"Asian Paints: Results for 4Q 2012-2013." Focus on Powder Coatings 2013, no. 7 (July 2013): 3. http://dx.doi.org/10.1016/s1364-5439(13)70132-1.

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49

"Asian Paints: results for 1Q 2013–2014." Focus on Powder Coatings 2013, no. 9 (September 2013): 4. http://dx.doi.org/10.1016/s1364-5439(13)70185-0.

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50

"Asian Paints plans to expand in Indonesia." Focus on Powder Coatings 2015, no. 5 (May 2015): 2. http://dx.doi.org/10.1016/j.fopow.2015.04.011.

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