Godrej Consumer Products Limited (GCPL) is the flagship company of the 115-year-‘young’ Godrej Group, founded in 1897 by lawyer-turned locksmith Ardeshir Godrej. His inventions, manufactured by his brother Pirojsha Godrej, became the foundation of the Godrej empire as we know it today. The Godrej Group enjoys the patronage and trust of around 500 million Indians, and comprises seven major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri-care besides others, with a turnover of over $4.1 billion (as of March 31, 2013). In 2008, the Group undertook a rebranding exercise named ‘Brighter Living’, which has led much of its transformation over the last couple of years. GCPL is the largest home-grown home and personal care company in India, headquartered out of Mumbai. It ranks Number 1 in hair colour, household insecticides and liquid detergents and Number 2 in soaps.
GCPL’s Home Care range includes Good Knight, HIT and Ezee; Personal Wash includes Cinthol, Godrej No.1, Fairglow, Protekt and Godrej Shaving Cream and Hair Care includes Godrej Expert, Nupur, Renew and Colour Soft. Godrej Aer is part of the new Air Care range.
GCPL is well on its way to becoming an emerging markets FMCG leader. Close to half its revenues come from outside India. In 2010, it acquired the Indonesia-based Megasari group, a player in household insecticides, air fresheners and baby care. GCPL also has a business presence in South Africa, Mozambique, Nigeria and Kenya in the hair extensions, hair colours, household insecticides and personal wash categories. It acquired Rapidol, a hair colour brand, in 2006 and Kinky, a brand for dry hair, in 2008. Tura, a beauty brand, was added to the company’s portfolio in 2010. GCPL continues to scale up its presence in the continent and recently acquired 51% of the Darling Group, a pan-Africa hair care company. The company made two acquisitions in Argentina in 2010, the Issue and Argencos groups. In 2012, it expanded to Chile through the acquisition of a 60% stake in Cosmetica Nacional, a hair colour and colour cosmetics company.
GCPL also acquired UK-based Keyline Brands in 2005. Since then, the business, called Godrej UK, has grown significantly. The company also has a good presence in the Middle East and across SAARC countries.
• Economic Times ‘Great Place to Work’ survey 2013 - GCPL ranked No. 1 in the FMCG category; No. 11 overall
• Aon Hewitt Best Employer Study 2013 - GCPL ranked among 17 top employers in India
• Four GCPL brands ranked among 100 Most Trusted Brands 2013 by Brand Equity
• GCPL ranked No. 44 overall in Business Today’s 500: India’s Most Valuable Companies, 2013
CREATIVE AGENCY: Creativeland Asia
MEDIA PLANNING AGENCY: Madison Media
Vivek Gambhir, Managing Director, Godrej Consumer Products Limited
We have a clear focus on our 3x3 strategy, which is concentrated on three business categories (Hair Care, Personal Wash and Home Care) in three geographies (Asia, Africa and Latin America). We want to continue to drive growth in these categories where we are leaders and have a competitive advantage, by providing our consumers with superior quality products at affordable prices. This approach helps us capitalize on the potential of the emerging middle class in India and other emerging markets. We are also accelerating our innovation pipeline and sharing learning across geographies to create more exciting products. Over the last 18 months, we have launched nine new products in India, including air fresheners, crème hair colour in a sachet, anti-roach gel, paper-based mosquito repellent, shower gel and more recently, the most powerful liquid vapourizer in the household insecticides category. We strongly believe in fostering an entrepreneurial culture and encourage our people to think like owners. Our entire advantage is based on agility and so, we are learning how to operate more seamlessly as we transform into an emerging markets FMCG leader.”
Sunil Kataria, COO, Sales, Marketing and SAARC, Godrej Consumer Products Limited
Godrej Aer has carved out a niche in the air care space with its refreshing fragrance, thoughtful functional and innovative design. So carrying forward this philosophy, the brand has attempted an innovative route to market the product. ‘Change the air’, our integrated marketing communication campaign aims at enhancing the experience of consumers at relevant touch-points such as aircraft, gyms, corporate parks, petrol pumps, modern trade and car accessory outlets through various olfactory marketing initiatives. We have amplified these initiatives on digital media as well; for example, our first ever Twitter sourced song # dontsmokebecause was an innovative approach to reach out to people in an engaging, entertaining manner while serving a meaningful social purpose.”
Adi Godrej, Chairman, Godrej Group
Nisaba Godrej, Executive Director, Innovation, GCPL
Vivek Gambhir, Managing Director, GCPL
Sunil Kataria, COO, Sales, Marketing and SAARC, GCPL