Strategic Priority
- Extending leadership in our core categories and geographies
Capitals Impacted
-
Social and
Relationship
Capital -
Financial
Capital -
Human
Capital -
Intellectual
Capital
Risks
- Macroeconomic factors
- Exchange rate volatility
- Competitive market conditions and new entrants to the market
Enablers
- Focused 3 by 3 growth strategy
- Growth potential in priority markets
- Superior quality, affordable products that provide great value
Key Focus Area
- Building leadership in Hair Care, Home Care, and Personal Care in Asia, Africa, and Latin America
Material Issues Impacted
- Responsible marketing and communication
- Skill development and training
Value Created
We have enhanced value creation through organic and inorganic growth and in line with our 3 by 3 growth strategy. Consequently, Social and Relationship Capital, measured through leadership market positions, category penetration, and consumption rates, has improved. This has led to the strengthening of our Financial Capital metrics.
Our multi-local strategy translates into serving diverse geographies, consumer preferences, and socio-economic contexts.
As a result, we have significantly diversified our Human Capital. Today, we have over 10,000 team members across 17 countries. We continue to build diversity as a competitive advantage. In line with our approach to democratising categories, we are making world-class products available at affordable prices. We do this through ramping up our design-driven innovation capabilities and Intellectual Capital, measured through patents, brand valuation and R&D investments.
Our globalisation strategy
A broad emerging
markets portfolio
In fiscal year 2011-12, 22% of our overall revenues came from international businesses. In fiscal year 2021-22, it is 44%.
Geography Salience
Category Salience
A portfolio of
power brands
₹1,000 Crore+
₹500-1,000 Crore
₹250-500 Crore
Top 10 brands contribute ~70% of revenue