Godrej Competitive Analysis
Competition
Name
Column1
Last Price
Column2
Column3
Sales
(Rs. cr.)
HUL
Godrej Consumer
Dabur India
Colgate
Marico
Godrej Ind
Gillette India
P and G
Emami
Bajaj Corp
Jyothy Labs
Amar Remedies
JHS Svendgaard
GKB Ophthalmics
Market
Cap.
1,08,829.37
638.05
Column5
Turnover
503.4
Column4
Net Profit
Total
Assets
22,116.37
2,691.40
3,512.93
21,714.50
2,980.08
604.39
2,761.43
119.25
20,782.64
3,759.33
463.24
1,576.54
1,178.00
16,019.95
2,693.23
446.47
435.4
192.25
12,391.11
2,970.30
336.58
1,677.27
245.35
8,218.71
1,438.04
201.56
1,739.27
2,365.20
7,707.06
1,056.86
86.15
600.33
2,279.70
7,400.07
1,001.90
150.88
600.62
476.4
7,208.49
1,389.82
256.81
804.78
174.6
2,575.35
473.31
120.09
427.86
134.5
2,169.00
662.97
83.52
1,226.42
72.8
190.48
671.33
44.62
413.96
28.2
49.49
92.8
-3.64
123.52
40
16.61
31.13
1.71
30.44
1>General Take Of Godrej on Competition in industry :Godrej group‘s response to competition has been mixed –from being highly proactive to being lethargic to change. As a result it is now a laggard in several fields where it was the leader a decade and a half back.
A glaring example of this is in the refrigerator industry. It was the clear leader in this field before the
Korean giants LG and Samsung moved in.
2>Present Scenario OF Godrej : Currently it has been pushed to the third spot, although it is still the
No.1 in terms of brand recognition and image. This clearly shows the inability of the Godrej management to capitalize on the excellent brand image.
3>Strategy To Handle Competition :
Godrej Consumer Products Ltd (GCPL) has adopted a two pronged strategy for rapid growth –
Diversifying risks , and
Tapping new markets.
This strategy has helped the company achieve higher than industry
Name
Column1
Last Price
Column2
Column3
Sales
(Rs. cr.)
HUL
Godrej Consumer
Dabur India
Colgate
Marico
Godrej Ind
Gillette India
P and G
Emami
Bajaj Corp
Jyothy Labs
Amar Remedies
JHS Svendgaard
GKB Ophthalmics
Market
Cap.
1,08,829.37
638.05
Column5
Turnover
503.4
Column4
Net Profit
Total
Assets
22,116.37
2,691.40
3,512.93
21,714.50
2,980.08
604.39
2,761.43
119.25
20,782.64
3,759.33
463.24
1,576.54
1,178.00
16,019.95
2,693.23
446.47
435.4
192.25
12,391.11
2,970.30
336.58
1,677.27
245.35
8,218.71
1,438.04
201.56
1,739.27
2,365.20
7,707.06
1,056.86
86.15
600.33
2,279.70
7,400.07
1,001.90
150.88
600.62
476.4
7,208.49
1,389.82
256.81
804.78
174.6
2,575.35
473.31
120.09
427.86
134.5
2,169.00
662.97
83.52
1,226.42
72.8
190.48
671.33
44.62
413.96
28.2
49.49
92.8
-3.64
123.52
40
16.61
31.13
1.71
30.44
1>General Take Of Godrej on Competition in industry :Godrej group‘s response to competition has been mixed –from being highly proactive to being lethargic to change. As a result it is now a laggard in several fields where it was the leader a decade and a half back.
A glaring example of this is in the refrigerator industry. It was the clear leader in this field before the
Korean giants LG and Samsung moved in.
2>Present Scenario OF Godrej : Currently it has been pushed to the third spot, although it is still the
No.1 in terms of brand recognition and image. This clearly shows the inability of the Godrej management to capitalize on the excellent brand image.
3>Strategy To Handle Competition :
Godrej Consumer Products Ltd (GCPL) has adopted a two pronged strategy for rapid growth –
Diversifying risks , and
Tapping new markets.
This strategy has helped the company achieve higher than industry