swot analysis of itc limited with usp and other stuff

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  • 8/18/2019 SWOT Analysis of ITC Limited With USP and other stuff

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    SWOT Analysis of ITC Limited with USP, Competition, STP (Segmentation, Targeting, Positioning) !ar"eting Analysis

    ITC Limited

    Parent Company ITC Limited

    Category Cons#mer Prod#$ts, %otels & Ser'i$es

    Sector !C

    Tagline/ Slogan *++ Inspiring years *++ years * mission India -rst

    USP ITC is rated among the World.s /est /ig Companies

    STP

    Segment Prod#$ts and ser'i$es for daily needs

    Target Group 0'ery Indian ho#sehold espe$ially the middle $lass

    Positioning 0nd#ring 1al#e2 or the 3ation2 or the Shareholder2

    Product Portfolio

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    Brands

    Consumer Products

    1. Essena !i "ills  #. $iama !i "ills 

    %. &i'el (. Superia

    ). Classic *. Gold $la+e

    ,. -a'y Cut

    $ood Be'erages

    1. Sunfeast il+y agic #.Sunfeast arie Lig0t 

    %. int2 (. Sunfeast !ar+ $antasy

    ). Sunfeast Bour3on *. Bingo C0ips

    ,. Sunfeast 4ippie 5. Bingo ad 6ngles

    7. Bingo Ted0e ed0e

    S"2T 6nalysis

    Strengt0s

    *2 ITC has a strong and e4perien$ed management

    52 Strong 6rand presen$e, e4$ellent prod#$ts ad'ertising

    72 8i'ersi-ed prod#$t and ser'i$es portfolio whi$h in$l#des !C, %otel $hains,

    paper & pa$"aging and agri6#siness

    92 O'er :;++ 0Cho#pal CS< a$ti'ities and s#staina6ility initiati'es enhan$e ITC=s

    6rand image rea$hing o'er 9 million farmers

    ;2 ITC limited employees o'er 5;,+++ people

    :2 04$ellent resear$h and de'elopment fa$ilities

    "ea+nesses

    *2 ITC is still dependant on its to6a$$o re'en#es and people ha'e $heaper

    s#6stit#tes and other 6rands

    52%otel ind#stry has not 6een a6le to $reate a h#ge mar"et share

    http://www.mbaskool.com/brandguide/fmcg/1459-essenza-di-wills.htmlhttp://www.mbaskool.com/brandguide/fmcg/1459-essenza-di-wills.htmlhttp://www.mbaskool.com/brandguide/fmcg/1209-fiama-di-wills.htmlhttp://www.mbaskool.com/brandguide/fmcg/1210-vivel-di-wills.htmlhttp://www.mbaskool.com/brandguide/fmcg/1462-superia.htmlhttp://www.mbaskool.com/brandguide/fmcg/1458-classic-cigarettes.htmlhttp://www.mbaskool.com/brandguide/fmcg/1121-gold-flake.htmlhttp://www.mbaskool.com/brandguide/fmcg/1461-navy-cut-cigarettes.htmlhttp://www.mbaskool.com/brandguide/fmcg/1461-navy-cut-cigarettes.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/486-sunfeast-milky-magic.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/488-sunfeast-marie-light.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/488-sunfeast-marie-light.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/495-mint-o.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/489-sunfeast-dark-fantasy.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/490-sunfeast-bourbon.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/492-bingo-chips.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/492-bingo-chips.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/491-sunfeast-yippee-noodles.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/493-bingo-mad-angles.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/494-bingo-tedhe-medhe.htmlhttp://www.mbaskool.com/brandguide/fmcg/1209-fiama-di-wills.htmlhttp://www.mbaskool.com/brandguide/fmcg/1210-vivel-di-wills.htmlhttp://www.mbaskool.com/brandguide/fmcg/1462-superia.htmlhttp://www.mbaskool.com/brandguide/fmcg/1458-classic-cigarettes.htmlhttp://www.mbaskool.com/brandguide/fmcg/1121-gold-flake.htmlhttp://www.mbaskool.com/brandguide/fmcg/1461-navy-cut-cigarettes.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/486-sunfeast-milky-magic.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/488-sunfeast-marie-light.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/495-mint-o.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/489-sunfeast-dark-fantasy.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/490-sunfeast-bourbon.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/492-bingo-chips.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/491-sunfeast-yippee-noodles.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/493-bingo-mad-angles.htmlhttp://www.mbaskool.com/brandguide/food-and-beverages/494-bingo-tedhe-medhe.htmlhttp://www.mbaskool.com/brandguide/fmcg/1459-essenza-di-wills.html

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    2pportunities

    *2 Tap r#ral mar"ets and in$rease penetration in #r6an areas

    52!ergers and a$>#isitions to strengthen the 6rand

    72In$reasing p#r$hasing power of people there6y in$reasing demand

    92 !ore p#6li$ity of hotel $hains to in$rease mar"et share

    T0reats

    *2 Stri$t go't reg#lations and poli$ies regarding $igarettes

    52Intense and in$reasing $ompetition amongst other !C $ompanies and

    hotel $hains

    728I in retail there6y allowing international 6rands

    Competition

    Competitors

    *2 arico

    52 L82r9al

    72 -irma Ltd

    92 %UL

    ;2 ColgatePalmoli'e

    :2 Procter and Gam3le

    ?2 8a6#r

     The global landscape of trade and development continues to evolve. New actors are emerging and production and trade

    patterns are changing as transportation and technological innovations lead to a faster and more ecient means of producing

    and trading goods and services. Growth and development continue to be the driving forces of international collaboration and

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    despite the many tumultuous world events of 2014 there has been substantial economic and human progress made in many

    developing countries and regions.

     

     Trade aid and investment have played important roles in generating the means for transformative change that we have seen

    since the end of the global economic crisis. !uilding the appropriate s"ill set in countries supporting #$% competitiveness

    nurturing innovation and ensuring access to &uality employment will be critical to ensuring that this transformative change is

    sustainable and sustained. 'mproving the international competitiveness of #$%s from developing countries and economies in

    transition is 'T()s raison d)*tre.

    'T()s #trategic +lan for 201,-1 sets out our understanding of the drivers that will shape the future of trade and internationalbusiness identi/es the approach we will ta"e within this strategic contet and highlights our priorities in providing integrated

    solutions for our clients. 'T( developed its #trategic +lan through a public inclusive and consultative process involving diverse

    eternal sta"eholders and sta.

    t its root all 'T()s eorts will see" to improve the international competitiveness of #$%s. 3ver the net three years 'T( will

    do more and do better. The organiation)s vision is to grow to meet the demand of its clients. 'T( will concentrate its

    interventions around si focus areas and enhance how it wor"s to improve its performance and eectiveness.

    - #ee more at5 http566www.intracen.org6itc6about6wor"ing-with-itc6corporate-documents6strategic-plan67sthash.8+9"::"%.dpuf