The report provides an overview of the Indian textile and apparel industry, including its size, growth, key players, and factors influencing growth. It then analyzes ITC Limited, a major player in the industry, including its product portfolio, target markets, competitors, and marketing strategies. Specifically, the report examines ITC's John Players brand, analyzing its marketing mix, target segment, product life cycle, and position in ITC's business portfolio matrix.

1. 1
JOHN PLAYERS
[1ST SEMESTER FINAL
PROJECT]
The report contains impact of Indian Textile & Apparel Industry on GDP, who are the main market
Players. ITC complete analysis including SWOT, STP, MARKETING MIX along with the analysis of
ITC John Players ITC’s best-selling apparel.
DEEPANSHU BHATIA
MBA-3
UID-2019-1106-0001-0005

2. 2
Table of Contents
A. SECTOR INFORMATION.....................................................................................................................................4
1. INTRODUCTION ..............................................................................................................................................4
2. INDUSTRY SIZE/CONTRIBUTION TO GDP...................................................................................................5
3. MARKET OVERVIEW......................................................................................................................................6
4. GROWTH PATTERN ........................................................................................................................................8
5. REASONS FOR GROWTH................................................................................................................................9
6. PORTER’S FIVE FORCES MODEL OF THE SECTOR..................................................................................10
7. PEST ANALYSIS ............................................................................................................................................13
B. COMPANY INFORMATION ..............................................................................................................................15
1. COMPANY SNAPSHOT .................................................................................................................................15
2. PRODUCT PORTFOLIO .................................................................................................................................18
3. SWOT ANALYSIS OF THE COMPANY .........................................................................................................20
4. TARGET MARKET.........................................................................................................................................21
5. COMPETITORS ANALYSIS...........................................................................................................................22
6. NEWS (LAST 6 MONTHS) .............................................................................................................................24
C. MARKETING......................................................................................................................................................26
1. SWOT ANALYSIS OF THE PRODUCT..........................................................................................................26
2. MARKETING MIX OF ITC.............................................................................................................................26
2. STP OF THE JOHN PLAYERS........................................................................................................................29
3. PLC OF JOHN PLAYERS................................................................................................................................30
4. BCG MATRIX OF ITC ....................................................................................................................................30
D. FINANCE ............................................................................................................................................................31
1. CONSOLIDATED PROFIT & LOSS ACCOUNT............................................................................................31
2. CONSOLIDATED BALANCE SHEET...............................................................................................................33
3. RATIO ANALYSIS..........................................................................................................................................36
I. GROSS PROFIT AND NET PROFIT MARGIN ...................................................................................................36
II. DIRECT AND INDIRECT COSTS...................................................................................................................36
III. FIXED ASSETS ADDED DURING THE YEAR..........................................................................................37
IV. WORKING CAPITAL OF THE YEAR ........................................................................................................37
V. DEBT EQUITY RATIO ...................................................................................................................................37
E. HUMAN RESOURCE MANAGEMENT .............................................................................................................39
1. ORGANISATION STRUCTURE .....................................................................................................................39
2. SKILLS SET REQUIRE IN THE COMPANY..................................................................................................39

3. 3
3. JD’S AND JOB SPECIFICATIONS FOR ITC..................................................................................................40
4. SELECTION PROCESS...................................................................................................................................46
5. INDUCTION PROGRAM ................................................................................................................................47
6. TYPES OF TRAINING PROVIDED IN ITC....................................................................................................49
7. PERFORMANCE APPRAISAL MODEL OF ITC............................................................................................53
8. ITC EMPLOYEES BENEFITS.........................................................................................................................55
9. CAREER PLANNING AT ITC.........................................................................................................................57
10. PERFORMANCE APPRAISAL MODEL OF ITC........................................................................................58
11. ORGANIZATION CULTURE......................................................................................................................59
F. CONCLUSION ....................................................................................................................................................60
G. BIBLOGRAPHY/REFERENCES.........................................................................................................................61

4. 4
A. SECTOR INFORMATION
1. INTRODUCTION
India’s textiles sector is one of the oldest industries in Indian economy dating back several centuries. India's
overall textile exports during FY 2017-18 stood at US$ 39.2 billion in FY18 and is expected to increase to US$
82.00 billion by 2021 from US$ 31.65 billion in FY19 (up to Jan 19).
The Indian textiles industry is extremely varied, with the hand-spun and hand-woven textiles sectors at
one end of the spectrum, while the capital intensive sophisticated mills sector at the other end of the spectrum.
The decentralized power looms/ hosiery and knitting sector form the largest component of the textiles sector.
The close linkage of the textile industry to agriculture (for raw materials such as cotton) and the ancient culture
and traditions of the country in terms of textiles make the Indian textiles sector unique in comparison to the
industries of other countries. The Indian textile industry has the capacity to produce a wide variety of products
suitable to different market segments, both within India and across the world.
22%
36%
42%
Indian Apparael Industry Segmentation
Childern wear Menswear Womenswear

5. 5
2. INDUSTRY SIZE/CONTRIBUTION TO GDP
 The Indian Textile & apparel industry is one of the largest in the world. The apparel industry contributes
for 5% of the country's Gross Domestic Product (GDP).
 Worldwide Textile & Apparel Industry Contribution to the World Economy (GWP) is 2%.
 The Indian textile industry is estimated around 108 billion dollars and expected to reach
223 billion dollars by 2021. ... The Indian Textile Industry contributes approximately 5 per cent
to India's gross domestic product (GDP), and 14 per cent to overall Index of Industrial Production
(IIP).
 The Indian textile and apparel market was worth US$ 102.2 Billion in 2018. The market is further
projected to reach US$ 225.7 Billion by 2024, growing at a CAGR of 14.2% during 2019-2024.
 Textile is a term widely used for referring to woven fabrics, yarns and fibers made from jute,
polyester, cotton, wool, etc.
 In India, the textile and apparel industry is one of the oldest industries that has witnessed
numerous developments over the years. The modern textile industry, however, came into
recognition in the early 19th Century with the establishment of the first textile mill in Calcutta.
 Today, the textile and apparel market has become a vital contributor to the Indian economy. This
can be attributed to the abundant availability of raw materials used for manufacturing apparel
such as cotton, silk, wool, etc.
 The Government is also making investments under the Scheme for Integrated Textile Parks and
the Technology Upgradation Fund Scheme for training workforce and to encourage private
investment in the Indian textile and apparel industry.

6. 6
3. MARKET OVERVIEW
Market Size
The Indian textiles industry, currently estimated at around US$ 150 billion, is expected to reach US$ 250 billion
by 2019. India’s textiles industry contributed seven per cent of the industry output (in value terms) of India in
2017-18. It contributed two per cent to the GDP of India and employs more than 45 million people in 2017-18.
The sector contributed 15 per cent to the export earnings of India in 2017-18.
The production of raw cotton in India is estimated to have reached 36.1 million bales in FY19.
Investment
The textiles sector has witnessed a spurt in investment during the last five years. The industry (including dyed
and printed) attracted Foreign Direct Investment (FDI) worth US$ 3.12 billion during April 2000 to March 2018.
Some of the major investments in the Indian textiles industry are as follows:
 In May 2018, textiles sector recorded investments worth Rs 27,000 crore (US$ 4.19 billion) since June
2017.
 The Government of India announced a Special Package to boost exports by US$ 31 billion, create one
crore job opportunities and attract investments worth Rs 800.00 billion (US$ 11.93 billion) during 2018-
0
10
20
30
2005 2006 2007 2008 2009
India's textile market size
(US$ Billion)
CAGR-8.7%

7. 7
2020. As of August 2018, it generated additional investments worth Rs 253.45 billion (US$ 3.78 billion)
and exports worth Rs 57.28 billion (US$ 854.42 million).
Government Initiatives
The Indian government has come up with a number of export promotion policies for the textiles sector. It has
also allowed 100 per cent FDI in the Indian textiles sector under the automatic route.
Initiatives taken by Government of India are:
 The Directorate General of Foreign Trade (DGFT) has revised rates for incentives under the Merchandise
Exports from India Scheme (MEIS) for two subsectors of Textiles Industry - Readymade garments and
Made ups - from 2 per cent to 4 per cent.
 As of August 2018, the Government of India has increased the basic custom duty to 20 per cent from 10
per cent on 501 textile products, to boost Make in India and indigenous production.
 The Government of India announced a Special Package to boost exports by US$ 31 billion, create one
crore job opportunity and attract investments worth Rs 80,000 crore (US$ 11.93 billion) during 2018-
2020. As of August 2018 it generated additional investments worth Rs 25,345 crore (US$ 3.78 billion)
and exports worth Rs 57.28 billion (US$ 854.42 million).
 The Government of India has taken several measures including Amended Technology Up-gradation
Fund Scheme (A-TUFS), scheme is estimated to create employment for 35 lakh people and enable
investments worth Rs 95,000 crore (US$ 14.17 billion) by 2022.
 Integrated Wool Development Programme (IWDP) approved by Government of India to provide support
to the wool sector starting from wool rearer to end consumer which aims to enhance the quality and
increase the production during 2017-18 and 2019-20.
 The Cabinet Committee on Economic Affairs (CCEA), Government of India has approved a new skill
development scheme named 'Scheme for Capacity Building in Textile Sector (SCBTS)' with an outlay
of Rs 1,300 crore (US$ 202.9 million) from 2017-18 to 2019-20.
Achievements
Following are the achievements of the government in the past four years:
 I-ATUFS, a web-based claims monitoring and tracking mechanism was launched on April 21, 2016.
 381 new block level clusters were sanctioned.

8. 8
 20 new textile parks were sanctioned
 Employment increased to 8.62 million in FY18 from 8.03 in FY15.
Road Ahead
The future for the Indian textile industry looks promising, buoyed by both strong domestic consumption as well
as export demand. With consumerism and disposable income on the rise, the retail sector has experienced a rapid
growth in the past decade with the entry of several international players like Marks & Spencer, Guess and Next
into the Indian market.
High economic growth has resulted in higher disposable income. This has led to rise in demand for products
creating a huge domestic market.
Exchange Rate Used: INR 1 = US$ 0.0159 in FY19.
4. GROWTH PATTERN
18
22
24
26
28
2005 2006 2007 2008 2009
$Billion
Year
Growth of Indian Apparel Retail
Industry

9. 9
5. REASONS FOR GROWTH
Robust Demand: Rise in income levels is expected to drive demand in textile industry. Growth
in building and construction will continue to raise demand for non-clothing textiles.
Competitive Advantage: India has an abundant availability of raw materials such as cotton,
wool, silk and jute. It also enjoys a competitive advantage in terms of skilled manpower and in
cost of production.
Policy Support: 100 percent FDI (automatic route) is allowed in the Indian textile sector. To
boost exports, free trade with ASEAN is allowed.
Increasing Investments: Huge investments are being made by Government under scheme for
Integrated Textile Parks (SITP) and Technology Upgradation Fund Scheme to encourage more
private equity and to train workforce.
Indian Textile and Apparel Market Drivers:
 India represents the largest producer of jute and cotton, and the second largest producer of silk.
Due to the high abundance of raw materials coupled by cheap labour costs, the cost of
manufacturing textile and apparel is significantly lower than many other competing countries.
 India currently has one of the world’s largest young population. Currently around half of the total
population is below 25 years of age. This age group represents one of the biggest consumer group
of textiles and apparel and is expected to drive the spending over the next five years.
 Catalyzed by increasing penetration of the internet, online retailing has witnessed strong growth
in the country. Consumers are now looking for ease of shopping, multiple options, better offers
and easy return policies. The growth in online sales have enabled the textile industry to reach
consumers residing across every corner of the nation.
 Due to a change in buying habits, consumers are now shifting from need-based clothing to
aspiration-based clothing. Contrary to previous years, where Indian consumers purchased fashion
items as and when required, buying clothes has become more than a basic need; it is now a
reflection of aspiration, personality, and a status symbol. Though basic textiles continue to

10. 10
represent a part of the consumer’s basket, the demand for aspirational clothing has increased
significantly in recent years.
6. PORTER’S FIVE FORCES MODEL OF THE SECTOR
Threat of New Entrants
 Low barriers in the domestic market.
 Economies of scale are high.
 Brand identity of a company in this industry is high.
 Capital requirements to establish a regional ora national level operation are high.
 This industry is not lucrative.
Supplier
Power - Low
Threat of
New Entry
- Moderate
Competitive
Rivalry –
High
Threat of
Substitution
- High
Buyer
Power - Low

11. 11
 The companies operating at the national level do manage to make economic profit but entry barriers
at this stage are very high.
 High capital requirement is not an issue for the international players and thus the entry of strong
international brands in the domestic market is inevitable.
 Thus the threat of new entrants is moderate.
Bargaining Power of Buyers
• High demand for apparels and home textiles inUs
and Eu markets.
• Product differences and brand identity arequite high.
• Buyer concentration is very low.
• Buyer volume is generally low.
• Buyer information is high.
• Ability to backward integrate is very low.
• Thus the bargaining power of buyers are low.
Bargaining Power of Suppliers
• High availability of cotton.
• Low cost of labour.
• Differentiation of input is pretty low.
• Presence of substitute inputs to cotton like polyester ,
wool, lycra etc are present.
• Importance of volume to suppliers is veryhigh.
• Cost relative to total purchases in industry is low.
• Thus bargaining power of suppliers is low.

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Threat of Substitutes:
• Competition from low cost producing nations like
Pakistan and Bangladesh.
• The threat of substitution from the garments provided by the unorganized sector is
high.
The Degree of Rivalry :
• Fixed costs are high in this industry.
• Product differences are high.
• Brand identity is high.
• Exit barriers are also high for the national level operations.
• Thus the degree of rivalry in this industry is high.

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7. PEST ANALYSIS
• Removal of trade related tariffs and
non-tariffbarriers in 2005
• The government has extended 10%
capital subsidy and 5% interest subsidy
on installation of machineries and for
processing machinery.
• A 41-member Working Group has also
been announced to be set up with a
National Fiber Policy, to ensure self-
sufficiency in fiber consumption and
export requirements in India.
• The Government has announced the
release of a subsidy of US$ 533.87
million for the textile industry.
Political
•Nearly 40% of the textiles produced in
the country is exported and the textiles
sector is the biggest employment
generator after agriculture.
•The sector is expected to generate 12
million new jobs
•Indian textiles and apparel exports, which
is worth US$ 22 billion, is expected to
register a four-fold increase to touch US$
90 to 100 billion in the next 25 years.
•Indian textile industry contributes about
14% to industrial production, 4% to the
country's gross domestic product (GDP)
and 16.63% to export earnings.
Economic

14. 14
TechnologicalSocial
• The market for textile is growing as a whole
asIndia’s population grows at about 1-2%
annually.
• Along with that, Raymond’s market segment
ofupper middle class and the high class
segment is also growing due to higher
disposable incomes.
• The textile industry is mainly a labor intensive
industry as it provides livelihood to the huge
population, mainly consists of unskilled
workers, of any economy.
• Since the textile industry is more labor intensive,
technological factors do not affect it too much,
however since the government extends 10% capital
subsidy and 5% interest subsidy on installation of
machineries and for processing machinery under
the TUFS, the textile industry can easily make
advancements in technology if it needs to.
• Basic advancements in technology for the
textile industry include improvements in
machinery for computerized flat knitting
and embroidering.

15. 15
B. COMPANY INFORMATION
1. COMPANY SNAPSHOT
ITC Limited
 ITC Limited is an Indian multinational conglomerate company headquartered in Kolkata, West Bengal.
 Established in 1910 as the 'Imperial Tobacco Company of India Limited', the company was renamed
as the 'India Tobacco Company Limited' in 1970 and later to 'I.T.C. Limited' in 1974.
 The dots in the name were removed in September 2001 for the company to be renamed as 'ITC
Limited' where 'ITC' would no longer be an initialism.
 The company completed 100 years in 2010 and as of 2012–13, had an annual turnover of US$8.31 billion
and a market capitalization of US$52 billion.
 It employs over 30,000 people at more than 60 locations across India and is part of Forbes 2000 list.
 ITC is one of India's foremost private sector companies and a diversified conglomerate with businesses
spanning Fast Moving Consumer Goods, Hotels, Paperboards and Packaging, Agri Business and
Information Technology. The Company is acknowledged as one of India's most valuable business
corporations with a market capitalization of around US$ 50 billion and a gross sales value of nearly US$

16. 16
10.8 billion. ITC was ranked as India's most admired company, according to a survey conducted by
Fortune India, in association with Hay Group.
 ITC is the country's leading FMCG marketer, the clear market leader in the Indian Paperboard and
Packaging industry, a globally acknowledged pioneer in farmer empowerment through its wide-reaching
Agri Business, a pre-eminent hotel chain in India that is a trailblazer in 'Responsible Luxury'. ITC's
wholly-owned subsidiary, ITC Infotech, is a specialized global digital solutions provider.
 Over the last decade, ITC's new Consumer Goods Businesses have established a vibrant portfolio of 25
world- class Indian brands that create and retain value in India. ITC's world class FMCG brands
including Aashirvaad, Sunfeast, Yippee!, Bingo!, B Natural, ITC Master Chef, Fabelle, Sunbean, Fiama,
Engage, Vivel, Savlon, Classmate, Paperkraft, Mangaldeep, Aim and others have garnered encouraging
consumer franchise within a short span of time. While several of these brands are market leaders in their
segments, others are making appreciable progress.
 Leveraging Institutional Strengths
 The competitiveness of ITC's diverse businesses rest on the strong foundations of institutional strengths
derived from its deep consumer insights, cutting-edge Research & Development, differentiated
product development capacity, brand-building capability, world-class manufacturing
infrastructure, extensive rural linkages, efficient trade marketing and distribution network and
dedicated human resources. ITC's ability to leverage internal synergies residing across its diverse
businesses lends a unique source of competitive advantage to its products and services.
 'Nation First: Sab Saath Badhein'
 ITC's 'Nation First: Sab Saath Badhein' philosophy underlines its core belief in building a globally
competitive and profitable Indian enterprise that makes an exemplary contribution to creating larger
societal value. As a company deeply rooted in Indian soil, ITC is inspired by the opportunity to serve
larger national priorities. A global exemplar in Sustainability, ITC is the only enterprise in the world
of comparable dimensions to be carbon-positive, water-positive and solid waste recycling positive
for over a decade now. ITC has created over 6 million sustainable livelihoods. Nearly 41% of the
total energy consumed in ITC is from renewable sources. ITC's premium luxury hotels have the unique
distinction of being LEED Platinum certified.

17. 17
 The Company's large scale social investment programmes, including the celebrated e-Choupal, Social &
Farm Forestry initiatives, Watershed Development, Animal Husbandry, Women Empowerment,
Vocational Training, Primary Education, Health and Sanitation have had a transformational impact on
rural India, winning national and global recognition. ITC's Well-being Out of Waste programme (WOW)
that comprehensively addresses the problem of solid waste management, of which plastic waste is a
significant component, provides an end-to-end sustainable and scalable solution that has reached out to
89 lakh citizens in the country.
 Together with farmers and local communities, ITC has implemented largescale interventions in climate-
smart and sustainable agriculture that make a meaningful contribution to the Hon'ble Prime Minister's
vision of doubling farmer incomes. Towards this, ITC has launched an integrated programme
titled 'Baareh Mahine Hariyali' (maximising farm utilisation over 12 months of the year) to give a new
dimension to the complex task of multiplying farmer incomes. ITC is collaborating with NITI Aayog to
progressively build capacity of 2 million farmers in 27 Aspirational Districts to help enhance rural
incomes.
 ITC is investing in India's future by building world-class consumer goods factories and iconic
hospitality assets that will contribute to the country's competitive capacity. These investment projects
underpin the Company's support to the Government's "Make in India" vision.
 CEO & MD
Sanjiv Puri (57), is the Chairman & Managing Director of ITC effective May 13, 2019. He was appointed as a
Director on the Board of ITC with effect from December 6, 2015 and Chief Executive Officer from February 5,
2017. Prior to this, he was the Chief Operating Officer of ITC since July 22, 2016. He was re-designated as the
Managing Director of ITC effective May 16, 2018. Puri is an alumnus of the Indian Institute of Technology,

18. 18
Kanpur, and Wharton School of Business. He joined ITC in 1986.
2. PRODUCT PORTFOLIO

19. 19

20. 20
3. SWOT ANALYSIS OF THE COMPANY
ITC LIMITEDITC Limited SWOT Analysis
Strengths
Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis
of ITC Limited. Strengths are:
1. ITC has a strong and experienced management
2. Strong brand presence, excellent products advertising
3. Diversified product and services portfolio which includes FMCG, Hotel chains,
paper & packaging and agri-business
4. Over 6500 E-Choupal CSR activities and sustainability initiatives enhance
ITC’s brand image reaching over 4 million farmers
5. ITC limited employees over 25,000 people
6. Excellent research and development facilities
Weaknesses
Here are the weaknesses in the ITC Limited SWOT Analysis:
1. ITC is still dependant on its tobacco revenues and people have cheaper
substitutes and other brands
2.Hotel industry has not been able to create a huge market share
Opportunities
Following are the Opportunities in ITC Limited SWOT Analysis:
1. Tap rural markets and increase penetration in urban areas
2.Mergers and acquisitions to strengthen the brand
3.Increasing purchasing power of people thereby increasing demand
4. More publicity of hotel chains to increase market share

21. 21
4. TARGET MARKET
ITC STP
SEGMENT Products and services for daily needs
TARGET
GROUP
Every Indian household especially the middle
class
POSITIONING
Enduring Value. For the Nation. For the
Shareholder.
Threats
The threats in the SWOT Analysis of ITC Limited are as mentioned:
1. Strict govt regulations and policies regarding cigarettes
2.Intense and increasing competition amongst other FMCG companies and hotel
chains
3.FDI in retail thereby allowing international brands

22. 22
5. COMPETITORS ANALYSIS
ITC has 30% of market share in India.
COMPANY
LAST
PRICE
MARKET
CAP.
(RS. CR.)
SALES
TURNOVER
NET
PROFIT
TOTAL
ASSETS
HIND. UNILEVER 2,179.70 471,861.45 38,224.00 6,036.00 9,512.00
ITC 261.30 321,077.61 45,784.39 12,464.32 58,135.46
ASIAN PAINTS 1,765.95 169,389.92 16,391.78 2,134.76 9,024.18
TITAN COMPANY 1,301.45 115,542.73 19,069.97 1,374.36 8,588.20
36.40%
30%
8%
6.00%
4%
15.10%
Market share of ITC & its Competitor
HUL
ITC
NESTLE
BRITANIA
DABUR
OTHERS

23. 23
DABUR INDIA 463.80 81,958.10 6,273.19 1,264.29 4,336.00
GODREJ
CONSUMER
737.90 75,435.52 5,679.31 1,754.98 5,010.57
BERGER PAINTS 508.60 49,390.15 5,515.55 439.03 2,605.24
MARICO 370.35 47,808.48 5,971.00 1,132.00 3,648.00
UNITED SPIRITS 636.40 46,244.01 28,512.30 658.60 5,765.80
COLGATE-PALM. 1,534.25 41,731.60 4,462.43 775.57 1,549.93
P & G HYGIENE 12,120.40 39,342.82 2,455.29 374.59 854.23
UNITED
BREWERIES
1,249.40 33,034.14 14,136.82 562.78 3,404.56
KANSAI
NEROLAC
537.70 28,976.65 5,173.62 467.35 3,434.18
WHIRLPOOL
INDIA
2,237.60 28,388.43 6,516.18 407.05 2,341.57
GILLETTE INDIA 7,952.10 25,915.89 1,676.85 229.05 729.65
RAJESH EXPORTS 679.70 20,071.54 42,670.89 442.12 10,642.18
EMAMI 327.40 14,860.69 2,483.27 305.24 2,165.99
AKZO NOBEL 2,083.50 9,488.26 2,918.40 211.00 1,212.70
KAJARIA
CERAMICS
564.75 8,979.52 2,726.07 245.90 1,581.42
SYMPHONY 1,272.60 8,901.84 523.85 101.00 668.83

24. 24
6. NEWS (LAST 6 MONTHS)
 Reliance Retail buys menswear brand John Players from ITC
 Reliance Industries Ltd said on 29 March 2019 its unit Reliance Retail Ltd (RRL) has acquired
consumer goods company ITC Ltd's menswear brand John Players.
 The acquisition would strengthen RRL's readymade garments and accessories portfolio in the fashion
and lifestyle retail space, Reliance told Reuters in an email.
 ITC sold the brand John Players and related trademarks and intellectual property to Reliance Retail as
part of its restructuring plan, an ITC spokesperson said.
 The two companies, however, did not disclose the financial details of the deal.
 The Economic Times earlier reported that Reliance bought the John Players brand and distribution
rights through 750 stores, in addition to 65 exclusive franchise outlets, for an estimated 1.50 billion
rupees ($21.79 million).
 Earlier this month, sources told Reuters that Reliance planned to grow the number of low-cost Reliance
Trends fashion stores across India to 2,500 from 557 over the next five years and integrate them with
its online business.
 Reliance plans to diversify into e-commerce and expand in fashion as the conglomerate's billionaire
owner Mukesh Ambani aims to grab a dominant share of Indian consumer spending in a struggle with
rivals, particularly Amazon.com Inc and Walmart Inc's Flipkart.
 ITC to invest Rs 700 cr in food park in Madhya Pradesh: Consumer goods major ITCNSE -2.01 %
chairman Sanjiv Puri on Friday said the company is planning to set up a food processing facility in
Madhya Pradesh at an investment of Rs 700 crore. The company also said the land for the proposed
food processing unit is already with the company and it will soon commence operations.
 ITC Ltd posts highest-ever quarterly profit in July-Sept quarter: ITC Ltd NSE -2.01 % posted its
highest ever quarterly profit for the three months ending September 2019, with standalone net profit
growing by a record 36.2% at Rs 4023.1 crore due to fall in tax expenses and tax credit.

25. 25
 ITC still mainly a cigarette company, and still a dividend stock: ET Intelligence Group: ITC’s
September-quarter performance reinforces its place of as a dividend stock in an investor’s portfolio.
Thanks to the corporate tax cut, the company’s profitability received a big boost, with the its tax
burden dropping by half.
 Buy ITC, target Rs 272: CK Narayan: CK Narayan of Chart Advise has a buy call on ITC Ltd. with a
target price of Rs 272. The current market price of ITC Ltd. is Rs 265.9. Time period given by the
analyst is Intra Day when ITC Ltd. price can reach the defined target. CK Narayan recommended to
keep stoploss at Rs 261. ITC Ltd., incorporated in 1910, has a market cap of Rs 326697.77 crore.
 Derivatives strategy on ITC by Nandish Shah of HDFC Securities: Buy ITC NOVEMBER 265 Call at
Rs 6.40 & simultaneously sell 280 call at Rs 1.70
 Lot Size 2400.
 Cost of the strategy Rs 4.7 (Rs 11280 per strategy)
 Maximum profit Rs 24720 If ITC closes at or above 280 on November expiry.
 Break even Point Rs 269.7

26. 26
• Loyalty of employees due to decentralization
• Being MNC company, it has ability to attract
large customers as compared to local companies
• Owns 550 stores across 200 cities in India and overseas.
• Strong R&D for product innovations like dress
shirts, shirting's, jeans wear, tailored clothing.
• Weak supply chain management
• Inconsistent execution
• Switching cost is low for customers since Indian and
international firms offers largeto customers
• Global penetration is limited as compared to other international
brands.
Weaknesses
• Special offers for corporates and businessinstitutions
• Global expansion would give more opportunity for brand to grow
• Collaboration with foreign players because of a national brand
Opportunities
• Changing rules and regulations in the fabric industry
• Increase in competition in domestic market due
to large number of formal wear brands coming
up
• Regional trade alliances – All major players in the
industry are competing with eachother not only on
low price but better quality.
• Increase in social and ecological awareness, company will
Threats
C. MARKETING
1. SWOT ANALYSIS OF THE PRODUCT
Strengths

27. 27
2. Marketing Mix of ITC
 Product
 Price
 Place
 Promotion
PRODUCT:
John players is prospected product of ITC Ltd. This product have these variables :-
Quality: - ITC is always been famous for their best quality delivering. So, we will continue
this believe of customer with our new product.
Features: - Features of a product could give a competitive edge to our product.
Some of the features of our watches could be.
• Excellent Style
• Trendy colours
• Precise Time
• Brand name: - Brand name is the most essential part of any new product. John Players is already a
well-known brand in Life style Retailing.
PRICE:
 The price of john players will be according to our target market Middle income group
 List price: - List price of our product will be in two different ranges-
o 800-1500
o 1500-3000

28. 28
PLACE:
 The place will include various aspects like :-
 The place of manufacturing.
 The place for warehouse.
 The place for showcasing.
 It should also be easily available to the distribution channels-
PROMOTION:
Promotion is the way to communicate a product to the prospective buyers. For our product, we have chosen
different aspects for promotion strategies.
CRITERIA FOR PROMOTION -
• Awareness
• Knowledge
• Preference
• Purchasing
MANUFACTURERS
CONSUMERS DISTRIBUTORS
SHOWROOM

29. 29
• Liking
MAIN SOURCE OF PROMOTION
• Electronic media
• Print media
• Bill boards
• Hoardings
2. STP OF THE JOHN PLAYERS
The key of marketing strategy is the focus on the “Positioning” of the new Product by making
the customer aware about the history of John Players.
STP- (Segmentation, Targeting, Positioning)
 Segmentation: - As the brand john players is in the segment of youth apparels for the people
residing in Tier 1 & Tier 2 cities, so the segments of our Product remains the as of the Brand.
 Targeting: - For John Players, target will be the Agegroup between 15-35 years and especially
Males.
 Positioning: - John Players is positioned as a brand with a cool attitude. It is positioned as " Style with
a Playful Side" exemplified in its tagline " Play It Cool".

30. 30
3. PLC OF JOHN PLAYERS
Introduction Growth Maturity Decline
JOHN PLAYERS TURNS INTO MATURITY STAGE
4. BCG MATRIX OF ITC

31. 31
D. FINANCE
1. Consolidated
Profit & Loss
account
------------------- in Rs. Cr. -------------------
Mar 19 Mar 18 Mar 17 Mar 16 Mar 15
12 mths 12 mths 12 mths 12 mths 12 mths
INCOME
Revenue From Operations
[Gross]
49,348.43 47,362.51 58,287.95 54,673.17 52,759.08
Less: Excise/Sevice Tax/Other
Levies
1,509.43 4,239.61 15,927.91 15,868.98 14,325.77
Revenue From Operations [Net] 47,839.00 43,122.90 42,360.04 38,804.19 38,433.31
Other Operating Revenues 513.68 326.04 416.57 387.91 401.50
Total Operating Revenues 48,352.68 43,448.94 42,776.61 39,192.10 38,834.81
Other Income 2,173.79 1,831.86 1,761.53 1,530.80 1,256.51
Total Revenue 50,526.47 45,280.80 44,538.14 40,722.90 40,091.32
EXPENSES
Cost Of Materials Consumed 13,403.01 11,943.75 11,979.03 11,168.68 11,089.10
Purchase Of Stock-In Trade 4,220.51 2,883.97 3,477.56 2,595.20 3,918.80
Changes In Inventories Of FG,WIP And -203.19 1,027.76 592.57 -195.38 -235.72
Stock-In Trade
Employee Benefit Expenses 4,177.88 3,760.90 3,631.73 3,440.97 2,772.28
Finance Costs 45.42 89.91 24.30 53.60 68.12
Depreciation And Amortisation
Expenses
1,396.61 1,236.28 1,152.79 1,077.40 1,027.96
Other Expenses 8,348.11 7,349.60 7,659.81 7,731.78 7,088.73
Total Expenses 31,388.35 28,292.17 28,517.79 25,872.25 25,729.27
Profit/Loss Before Exceptional,
19,138.12 16,988.63 16,020.35 14,850.65 14,362.05

32. 32
ExtraOrdinary Items And Tax
Exceptional Items 0.00 412.90 0.00 0.00 0.00
Profit/Loss Before Tax 19,138.12 17,401.53 16,020.35 14,850.65 14,362.05
TaxExpenses-Continued
Operations
Current Tax 6,191.62 5,893.19 5,546.16 5,150.37 4,228.21
Deferred Tax 122.30 23.24 2.93 207.84 368.21
Total Tax Expenses 6,313.92 5,916.43 5,549.09 5,358.21 4,596.42
Profit/Loss After Tax And Before 12,824.20 11,485.10 10,471.26 9,492.44 9,765.63
Profit/Loss From Continuing
12,824.20 11,485.10 10,471.26 9,492.44 9,765.63
Operations
Profit/Loss For The Period 12,824.20 11,485.10 10,471.26 9,492.44 9,765.63
Minority Interest -243.57 -221.48 -187.79 -156.41 -115.35
Share Of Profit/Loss Of Associates 11.70 7.58 5.97 8.42 12.89
Consolidated Profit/Loss After MI
And Associates
OTHERADDITIONAL
INFORMATION EARNINGS PER
SHARE
Basic EPS (Rs.)
Diluted EPS
(Rs.)
DIVIDEND AND DIVIDEND
PERCENTAGE
12,592.33
10.00
10.00
11,271.20
9.00
9.00
10,289.44
9.00
8.00
9,344.45
8.00
8.00
9,663.17
12.00
12.00
Tax On Dividend 1,213.60 1,136.83 1,338.95 992.74 Source :
Dion
Global
Solutions
Limited

33. 33
Inventories 7,943.97 7,584.53 8,186.15 9,062.10 8,586.87
2. Consolidated
Balance Sheet
------------------- in Rs. Cr. -------------------
Mar 19 Mar 18 Mar 17 Mar 16 Mar 15
12 mths 12 mths 12 mths 12 mths 12 mths
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 1,225.86 1,220.43 1,214.74 804.72 801.55
Total Share Capital 1,225.86 1,220.43 1,214.74 804.72 801.55
Revaluation Reserves 0.00 0.00 0.00 0.00 56.93
Reserves and Surplus 55,917.07 51,289.69 45,198.19 41,874.80 30,877.01
Total Reserves and Surplus 55,917.07 51,289.69 45,198.19 41,874.80 30,933.94
Employees Stock Options 1,997.94 0.00 0.00 0.00 0.00
Total Shareholders Funds 59,140.87 52,510.12 46,412.93 42,679.52 31,735.49
Minority Interest 343.47 334.47 294.74 260.90 225.11
NON-CURRENT LIABILITIES
Long Term Borrowings 8.15 11.50 18.40 26.66 60.68
Deferred Tax Liabilities [Net] 2,052.06 1,923.02 1,878.77 1,880.00 1,642.77
Other Long Term Liabilities 79.92 109.98 59.00 50.92 42.67
Long Term Provisions 161.95 149.63 158.42 135.42 124.16
Total Non-Current Liabilities 2,302.08 2,194.13 2,114.59 2,093.00 1,870.28
CURRENT LIABILITIES
Short Term Borrowings 1.86 17.35 19.11 43.95 195.39
Trade Payables 3,509.58 3,496.18 2,659.33 2,339.29 2,020.47
Other Current Liabilities 6,449.17 5,672.81 4,381.41 4,203.82 3,782.04
Short Term Provisions 51.38 63.80 61.16 71.40 6,162.01
Total Current Liabilities 10,011.99 9,250.14 7,121.01 6,658.46 12,159.91
Total Capital And Liabilities 71,798.41 64,288.86 55,943.27 51,691.88 45,990.79
ASSETS
NON-CURRENT ASSETS
Tangible Assets 18,625.74 15,863.68 15,262.27 14,459.36 14,648.38
Intangible Assets 545.92 457.75 428.68 444.74 423.98
Capital Work-In-Progress 4,126.18 5,499.60 3,684.20 2,528.97 2,671.55
Intangible Assets Under Developmen 10.24 8.73 45.69 30.75 28.65
Other Assets 0.00 0.00 0.00 0.00 -1.05
Fixed Assets 23,308.08 21,829.76 19,420.84 17,463.82 17,771.51
Non-Current Investments 11,695.99 11,483.79 6,693.99 5,125.81 807.68
Deferred Tax Assets [Net] 59.37 47.98 44.95 40.54 38.57
Long Term Loans And Advances 8.34 9.69 8.54 12.96 1,565.47
Other Non-Current Assets 4,776.83 4,321.49 3,303.32 3,983.72 1.24
Total Non-Current Assets 40,051.14 37,895.24 29,674.17 26,829.38 20,416.44
CURRENT ASSETS
Current Investments 13,347.50 10,569.07 10,887.39 6,621.78 6,135.09

34. 34
Trade Receivables 4,035.28 2,682.29 2,474.29 1,917.18 1,982.07
Cash And Cash Equivalents 4,152.03 2,899.60 2,967.40 6,063.30 7,896.22
Short Term Loans And Advances 6.75 5.84 6.78 8.07 568.67
OtherCurrentAssets 2,261.74 2,652.29 1,747.09 1,190.07 405.43
Total Current Assets 31,747.27 26,393.62 26,269.10 24,862.50 25,574.35
Total Assets 71,798.41 64,288.86 55,943.27 51,691.88 45,990.79
OTHER ADDITIONAL INFORMATION
CONTINGENT LIABILITIES, COMMITMENTS
Contingent Liabilities 3,562.53 3,196.46 3,815.01 2,888.85 1,272.77
Bonus Equity Share Capital 1,113.13
NON-CURRENT INVESTMENTS
1,113.13 1,113.13 710.47 710.47
Non-Current Investments Quoted Market
11,459.86 11,276.13 6,502.72 4,929.80 1,215.76
Non-Current Investments Unquoted Book
211.84 205.45 210.27 5,125.81 70.26
Current Investments Quoted Market
4,973.37 2,394.82 2,743.52 2,942.01 1,230.72
Current Investments Unquoted Book
8,377.61
Analysis: ITC P&L STATEMENT
1. Sales has increased due to high demand
and promotional strategy.
2. Other revenues have decreased in the FY
19.
3. Cost of materials have increased due to
high sales and high production.
4. Inventories are stocked up during the
year.
5. Depreciation and amortization expenses
are increased due to more assets in FY
19.
8,351.52 8,148.08 3,680.28 4,905.49

35. 35
Analysis: ITC BALANCE SHEET
1. In March 2019, Employees were
provided with stock options worth 25
crores.
2. Reserves and Surplus increased in
comparison to the past year.
3. The firm borrowed more debts and
provisions in the FY 2019
4. Short term debts were borrowed less.
5. The firm in FY 2019 bought more
tangible assets and also intangible assets
were increased.
6. Deferred tax assets and long term loans
and advances are increased during FY
19.
7. Inventories were stocked up
.
8. Trade receivables and cash balances
were increased during the year.

36. 36
3. RATIO ANALYSIS
I. GROSS PROFIT AND NET PROFIT MARGIN
GROSS
PROFIT
X 100 = 19755.86 X 100 = 43.12
NET SALES 45784.39
NET PROFIT MARGIN = PAT X 100 = 12464.32 X 100 = 27.23%
NET SALES 45784.39
II. DIRECT AND INDIRECT COSTS
Direct cost = cost of material consumed + purchase of stock in trade + changes in inventories
+ Employee benefit expenses
2019= 27654.40+3945.97+ (251.43) + 3558.52
= 34907.46
2018 = 24997.4 + 4101.97 + 10.05 + 3188.97
= 32298.39
Changes in comparison to previous years = 34907.46 – 32298.39
= 8.07 %
32298.39
Indirect cost = Finance cost + Depreciation Expenses + Tax Expenses + Other Expenses +
Employee Benefit Expenses
2019= 1590.15 + 2969.39+59.22+8697.42+3558.52=16874.7

37. 37
2018= 1592 + 2329.22 + (4.80) + 8261 + 3188.97 = 15322.04
Changes in comparison to previous year = 16874.7 – 15322.04
15322.04
= 10.13%
III. FIXED ASSETS ADDED DURING THE YEAR
2019 – 2018 = 17062.41 -14599.55=2462.86
IV. WORKING CAPITAL OF THE YEAR
CURRENT ASSETS - CURRENT LIABILITIES
= 17062.41 -9248.38=7814.03
V. DEBT EQUITY RATIO
TOTAL LIABILITIES = 9248.38 = 7.55
SHARE HOLDERS EQUITY 1225.86

38. 38
 Gross profit margin 43.12%
 Net profit margin 27.23%
 Direct cost 38898.39
 Indirect cost 15322.04
 Change in direct cost 8.07%
 Change in indirect cost 10..13%
 Fixed assets added 2462.86
 Working capital 7814.03
 Debt equity ratio 7.55

39. 39
E. HUMAN RESOURCE MANAGEMENT
1. ORGANISATION STRUCTURE
Company
Executive Directors Non-executive Directors Managing committee
Chairman
Director Finance Director Marketing Director Exports Director Research Director HR
2. Skills sets require in company
General skills
- Communication (listening, verbal, written)
- Technical Skills
- Analytical Skill
- Interpersonal Skill
- Problem solving skill
- Multi-Tasking
Director Legal
& Secretarial
Director
Beverages
Director
Personal
Director
Detergent
Director ICFD

40. 40
On the floor quality and skills that impresses the management
- Manpower Management
- Interpersonal Skill
- Technical Expertise
- Quality consciousness
- Innovation
 Communication (tuning in, verbal, composed)
 Technical Skills - Analytical Skill - Interpersonal Skill
 Problem tackling expertise - Multi Tasking
3. JDs and Job specifications of ITC
Job Description:
ITC LTD. ON ROLL OPENING
Contact person:- Miss Riya.
Contact no- 0000000000
Hiring male candidates for full time jobs. Interested candidates
contact for this great opportunity. Limited Seats, so don't waste
the time. Come fast and get your job.10th to graduate and
Diploma/I T I qualified candidates are required. A good starting
salary of 16,800 to 58,000 including
accommodation + mobile + Insurance of 2 family
member + medical + P/F facilities
Description:
The sales and marketing executive will require strategist to launch and build a new
require a planner with a can-do attitude to help the business establish itself in the shortest time. The role also requires
support to the existing business for increase in sales Significance: Highly important for increase in launching a new
business vertical. Key Account abilities plan, develop to launch and market a ITC Brand.
deliberating time-cost factors. Research potential of product and match with audience across regions/ markets to expand
business Be the person to initiate conversations with potential clients for corporate/ larger orders Create marketing &&
sales plans that promote sales throughout the year.
creating brand awareness and creating avenues for a new product launch in the market. Personal Skillet Strong
E Commerce Marketing Manager - ITC
Ltd
Experience: - 6 - 10 Years
Salary: - Not disclosed
Location: - Kolkata
Job Description: Work closely with
internal Digital Media team to Strategize,
plan, execute.

41. 41
communicators who can influence a neutral/ potential customer into a firm and long
term-customer.
Show a great attitude as a person and at work, with a will-do and can- achieve approach
Is hands-on, and sets out to do the job him/herself when required.
Other details:
 Department: Maintenance, Production
 Industry: Manufacturing
 Skills: good, support, mobile, marketing, amp, personal, hiring, research, sales, hospitality, facilities.
 Other Skills: launch, product
Recruiter details
Company Name: ITC Ltd.
Email: itc.in@gmail.com
Telephone: 0000000000
MARKETING
Job Description:
-Position: Manager - Manager /Executive Sales for ITC Brand any product
-Designation / Title: Sales
-Division / Business Unit: Sales/ Marketing
Key Responsibilities:
- Sales, after market for FMCG product
- Promote expand & monitor territory sales through Dealer/Distributors Network
- Responsible for sales. Follow up payments and other commercial activities
- Planning & implementing sales strategies for Sales promotion
- Costing
 Internal Audit Officer
Experience: - 3 - 5 Years
Salary: - Not disclosed
Location: - Kolkata
Job Description: Internal Audit in
manufacturing units Cross functional
audit.

42. 42
- Indent meeting with PPC Dept.
- Monthly MIS preparation
- Schedule/Dispatch Plan to Logistics
Desire Profile:
-Experience: minimum 2-8 yrs experience in sales & service of FMCG
-Education: Candidate must be, MBA/PGDM
Competency Skills:
-He should be a self motivated individual having excellent communication skills and good
interpersonal skills
-Self Initiator
-Positive attitude and Team work
-Good communication skills
Job Description:
-Sales Consultant for ITC Brand, any product Showroom
Key responsibilities:
-Handle Customers & Give Them Brief Description Regarding ITC Product.
- Do Promotional Events
- Sales The Products
- Support Customers From Product Inquiry to Product Purchase from showroom
FINANCE
Job Description:

43. 43
 Accounts officer
Key Responsibilities:
-Cash Flow Projection
-MIS Reporting
-Working Capital Management
-Accounts Payable
-Import & Export
-Compliance with RBI
Finance Manager, Finance Operations
FP&A Job ID: 440445 | ITC Ltd
JOB DESCRIPTION:
ITC Ltd seeks a Finance Manager to support Financial Planning & Analysis (FP&A) for our
rapidly growing Global Finance Operations (PO) Services team. This position will be located in
South East High Wycombe and will partner with the Director of Finance Operations Services,
Global Accounts Receivable, and his leadership team to develop and maintain a strategic multi-
year plan, translate rapid business growth to operational support needs and financial implication
and provide decision support for initiatives focused on supporting rapid growth across multiple
businesses and geographies while delivering best in class customer experience.
Responsibilities include:
Driving annual and multi-year budgeting and variable cost productivity plans
Partnering with the global leadership team to develop strategic multi-year plans and implementing
processes to prioritize resource decisions and track the top investments and initiatives necessary to exceed
future state targets

44. 44
Leading monthly analysis of operating plan budget to actual results at the Director level
Translating multi-year goal statements into fundamental key performance indicators which can be
used to effectively diagnose positive or negative trends and support business decisions
Performing deep dive analysis requiring financial modeling to develop recommendations and
impact the decision making of senior leadership
JOB SPECIFICATION
QUALIFICATION:
MBA/PGDM /BA/BS degree in Finance, Accounting or related field.
Minimum 60% above in X,XII and graduation.
EXPERIENCE
Experience supervising and managing a professional staff.
Experience as a trusted resource as a member of a senior level executive team.
Experience in multiple locations and globally is a plus for the HR director job candidates.
Highly analytical, detail oriented with advanced financial modelling and reporting skills.
Complex problem solving using / Six Sigma techniques.
HUMAN RESOURCE
Recruitment Coordinator, ITC
Limited Job ID: 461151 | ITC Ltd.
Job description:
The ITC Ltd. Recruiting team is looking for an innovative, hands-on, and customer-obsessed
recruitment coordinator. The Recruiting Coordinator will interface regularly with ITC’s
businesses, ensuring the candidate’s ITC interview experience is positive from beginning to end.
ITC highly values the candidate experience and the Recruiting Coordinator will have an

45. 45
immediate impact on the experience of every candidate. This person will be the candidate’s
primary point of contact for information and assistance throughout the interviewing process.
Primary Responsibilities:
Schedule on-and off-site interviews including coordinating with the Hiring Managers
Take ownership of and drive all aspects of recruitment process administration through pro-active
communication, diligence and anticipation of candidate, interview and recruiter requirements
Ensure an excellent follow up and communication with candidates throughout the candidate’s
life cycle from initial contact to start date
Enter and track candidate information in Amazon database and ensure appropriate parties have access
to necessary information
Complex calendar management and scheduling of internal and external meetings
Manage candidate travel and expenses and all administrative support functions for the team,
such as database maintenance
Manage multiple tasks and action items (documentation, follow up and preparation) ensuring
appropriate and timely action on deliverables
Manage vendor contracts and track invoices to contract terms
You will also be responsible for recruiting and on boarding interns for the digital EU team
Job specifications:
Qualifications
PGDM/MBA
60% above X, XII and graduation
Experience
Highly conversant with Excel, Outlook, Word; exposure to database management is
preferred Experience supervising and managing a professional staff.
Experience as a trusted resource as a member of a senior level executive team.

46. 46
Highly analytical, detail oriented with advanced financial modeling and reporting
skills. Complex problem solving using / Six Sigma techniques.
4. SELECTION PROCESS
-ITC proudly says that their recruitment process is built on a strong foundation to be
transparent, objective and to hunt for the right fit.
Application/Submission of profile
If you find your candidature perfectly
fitting our requirement, apply it with
job codes given. If you have not
found the right job, you can mail in
your resume to hiring@itc.net. We
will keep your resume in our database
and we will
contact you if there is a fit with one of
the opportunities.
REVIEW
Your application will be carefully
reviewed by our Recruitment
Professionals and you will
receive a
personalized reply regarding
your suitability of your profile.
INTERVIEW
Your application will be carefully
reviewed by our Recruitment
Professionals and you will
receive a personalized reply
regarding your
suitability of your profile.

47. 47
POST INTERVIEW
Following your interviews, we will
decide if you are suitable for the job
opening.
Please be patient with us – your
recruiter will keep in touch with you
when feedback has been received and
decisions made. Also feel free to get in
touch with
your recruiter at any time.
5. INDUCTION PROGRAM
Orientation Program
Good performers also get an opportunity to visit R & D center in Bengaluru and get
a first-hand understanding of our vision, mission and future plans.

48. 48
Vacation Leave
To facilitate employees to rejuvenate themselves and spend time with their
family, an employee is allowed to take vacation for up to 5 days in a year which
is compulsory.
Recreation
ITC believe that a healthy and creative mind can exist only in a healthy body.
To improve the physical fitness of the employees a fully furnished and hi-tech
hydraulic gym is provided by the company to the employees in the factory.
The company also has constructed well laid playgrounds for the employees to play
cricket, volleyball football and basket ball. Inter-department competitions like
cricket, football, volleyball, basket ball, etc are organized every year.
There is also a very good in-door games facility.

49. 49
Snooker, chess boards and table tennis are available for the use of the employees.
The company uses these recreational activities as a way to develop in the
employees the spirit of sportsmanship and desire to take up challenges.
Reward and Recognition
Reward and recognizing employees for their contribution is done regularly by way of
awards appreciating their performance, excellence, innovation, safety, quality, etc.
6. TYPES OF TRAINING PROVIDED IN ITC
1. Ignite managers’ passion to coach their employees: Managers passed on knowledge, skills,
and insights through coaching and mentoring. Organizations support and incentivize
managers to perform this work.
2. Deal with the short-shelf life of learning and development needs:It used to be that what
you learned was valuable for years, but now, knowledge and skills become obsolete within
months. This makes the need to learn rapidly and regularly more important than ever.
Organizations to rethink how learning and development happens from a once-in-a-while
activity, to a more continuous, ongoing campaign.
3. Teach employees to own their career development: Highly-structured, one-size-fits-all
learning programs don’t work anymore. Individuals must own, self-direct, and control their
learning futures. Yet they can’t do it alone, nor do you want them to. The development and
growth of your talent is vital to your ongoing success, ability to innovate, and overall
productivity: We need ‘customized’ solutions for individuals, while simultaneously
providing scale and cost efficiencies across the organization”.
4. Provide flexible learning options: Telling employees they need to engage in more learning

50. 50
and development activities with their already heavy workload often leaves them feeling
overwhelmed and consumed by the question, “When and how will I find the time?”
Companies respond by adopting on-demand and mobile solutions that make learning
opportunities more readily accessible for their people.
5. Serve the learning needs of more virtual teams: Formal types of learning through
courses and also the informal mentoring and coaching channels.
6. Build trust in organizational leadership: Transparency, openness, and honesty from their
leaders. Business leaders continue to face issues of trust. leaders engage to share their
own ongoing learning journeys, how can they expect their people to enthusiastically
pursue theirs .It’s the old adage of “lead by example.” managers want employees to
engage in learning and development, they show that they are actively pursuing their own
personal learning journeys as well.
7. Match different learning options to different learning styles: With five generations
actively in the workforce, organization restructure the way employees learn and the tools
and activities they use to correctly match the different styles, preferences, and
expectations of employees.
As leaders, we know the value our learning and development programs bring to our
organizations by clearly understanding the trends emerging in our learning and
development programs, we’ll better position our companies to select the right targeted
solutions to drive results, increase employee engagement, and increase innovation and
productivity.
Directors’ induction:
The induction process is designed to:
i- build an understanding of ITC, its businesses and the markets and regulatory environment in which it operates.
ii- provide an appreciation of the role and responsibilities of the Director.
iii- fully equip Directors to perform their role on the Board effectively.
iv- develop understanding of Company’s people and its key stakeholder relationships.
The Company Secretary shall provide new Directors, both Executive and Non-Executive, with a briefing on

51. 51
their legal and regulatory responsibilities as Directors. This includes provision of a Directors’ Induction kit
containing general information on Company’s Structure, Key Policies of the Company, Brief profile of the
Board of Directors, Role and Responsibility of the Directors and necessary disclosure forms.
ITC's graduate scheme
ITC’s Future Leaders Programme develops tomorrow’s leaders, today.
A 18 months Graduate Programme is designed to prepare ITC’s Future Leaders (IFL) by giving them
challenging jobs/roles that prepare them for leadership roles. The Programme is actually an accelerated learning
environment. This includes international stints, extended leadership contact, formal training and professional
development.
Key facts on the ITC Future Leaders Programme
 Duration: 18 months
 Location: Over 50 countries
 Eligibility: Minimum required qualification – Bachelor’s degree
 Degree required: We will consider all degrees
 Benefits: Localised salary and benefits package
ITC’s Internship programme
Let your ideas take flight, while ITC assign you projects that with your skill, passion and insight could make a
difference to the organization. At ITC, you stand to gain a rewarding experience, in terms of the satisfaction,
that your contribution counts.
Business areas:
They offer internships in the following business areas, your options are:
 Sales & Marketing
 Finance
 Human Resources
 Information Technology
 Research & Development
 Supply Chain
 Legal

52. 52
Country Specific Requirements
At ITC, they are proud to help young students and graduates around the world acquire work experience. In some
countries, internships are legally mandated. If you are in such a country, please contact your local ITC office for
more details about how you can apply for such an internship with us.
Executive Trainee Programme
Grooming young talent at ITC
Executive Trainee Programme is a 9 month (6 months Training and 3 months Sub-charge) duration training
programme designed to groom young talent from identified campuses across India. The program provides
focussed training and capability building approach in shaping careers at early stages and creating better futures
every day.
During this period, the trainees are given exposure on functional and cross-functional areas that will help them
in building greater awareness about not only their function but also about the business as a whole.
Post 9 months training period, the trainee gets assigned as an Executive in the respective role within the function.
We offer Executive Trainee programme in following functions:
 Human Resources
 Finance
 Information Technology
 Research and Development
 Supply Chain Make
 Supply Chain Non Make
 Marketing

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7. PERFORMANCE APPRAISAL MODEL OF ITC
Learning & Development
ITC believe there key resources are there employees. So they identify, appreciate and develop
the best potential and creates an atmosphere for continuous growth and development of our
employees.
COMPETENCY
Competency development program focuses on assessing and
enhancing the skill and competency of individuals to contribute
better
WELLNESS
Through yoga, meditation and other wellness programs, personal
effectiveness of employees is improved
OUTBOUND
Outbound training are organized to create a synergy and to
inculcate a spirit of oneness, team work and challenge
LIFE SKILLS
Family well being programs for employees along with their
spouse and also programs are organised for the employees
children through children activity club
ONLINE
Through global learning centre, employees undergo a series of
online modules introducing the employees to HMC culture & core
values

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Global Learning
Employees get opportunities to study in Bengaluru or to get trained at our Global training facility in
Bengaluru.
Global Technical Training
New technology and new model training at our world class R&D Center
Corporate Citizenship Program
Summer training camp for select employees from all overseas corporations to understand
corporate culture through field trips, Cultural Activities, Beach Olympic, Vision Performance
and music festival
SOFT SKILLS
Skill up programs are organised to enhance the behavioural
skills of the employees to perform better
TECHNICAL
Programs to increase the technical competencies

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Exchange Program
Exposure to Global business operations through work assignments and projects
8. ITC EMPLOYEES BENEFITS
Health
A choice of four medical plans, including prescription drug benefits, designed to meet your
individual coverage needs
Dental plan
Vision plan
Finance
401(k) savings plan with a company match
Company-paid basic life and accident coverage as well as optional additional (and
dependent) coverage at a low cost
Company-paid short- and long-term disability plan
Health-care and dependent-care flexible spending account
Employee Assistance
Employee assistance program including dependent-care referral services and

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financial/legal services
Child and Elder care assistance
Time off
Employees earn vacation time, and up to six paid personal days per year.
Six company holidays.
Service Awards
Employee’s dedication is recognized with an award for each five years of service.
Employee assistance program (EAP)
Employee Assistance Program (EAP) offers confidential support and assistance with
legal and financial issues, emotional problems, parenting or eldercare concerns. The
program also offers identity theft recovery services and online estate planning services.
Banking services
All ITC’S employees are eligible to participate with our banking partners; Bank of
America, Citibank and the Orange County Federal Credit Union. Our banking partners
offer our members discounts on a variety of goods, services, shopping clubs, etc.

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9. CAREER PLANNING AT ITC

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10. PERFORMANCE APPRAISAL MODEL OF ITC
DISCUSSING
RESULTS
MEASURING
STANDARDS
COMPARING
STANDARDS
SETTING
PERFORMANC
E STANDARDS
TAKING
CORRECTIVE
STANDAREDS
COMMUNICATI
NG STANDARDS

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11. ORGANIZATION CULTURE
ITC has an organizational culture of performance which signifies employee output. It has the following
characteristics:
1. Focus on performance
2. Focus on quality
3. Efficiency
The business has grown from a small firm to a global powerhouse only due to the performance of the employees
which is a result of good organizational culture and required output.
The different business components are mainly focused on improving the financial performance and quality of
products. This culture is manifested in Unilever’s consumer goods and individuals working in the firm.
Although, it has room for some improvements. A recommendation is to improve the policies and make more
room for diversity. Higher diversity is inevitable in global business and HUL must take advantage of it. Also,
some improvements in advanced technologies can be made to help workers and clients for market research,
customer relations and internal communication.
Employee reviews:
Senior Sales Executive: Productive and fun workplace. Work life balance is incredible. Flexible working hours
all with a team of friendly people who want to learn as much as possible.
Location- Pune, Maharashtra.
Consumer Technical Insights Specialist: Dream company to work. Very handsome salaries. R&D profile are
very good jobs.
Location- Bangalore.
Assistant brand manager: Extremely good workplace. Very good benefits along with free to execute a lot of
varied initiatives. It is an organisation that one has to work atleast once in the lifetime to get learnings.
Location- Mumbai, Maharashtra.
General Assistant Manager: It’s good company. Good work culture. Executives are supportive in nature.
Flexible working hour. Factory life so there is no such working hour and all. If you can love your work, then
this company is for you.
Location- Khidirpur, Kolkata
.

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F. Conclusion
This project covers the core of the Indian Textile sector. The company allocated to me was ITC Ltd.
It is a giant of one of the largest sector in Indian economy India’s textiles sector is one of the oldest industries
in Indian economy dating back several centuries. India's overall textile exports during FY 2017-18 stood at US$
39.2 billion in FY18 and is expected to increase to US$ 82.00 billion by 2021 from US$ 31.65 billion in FY19
(up to Jan 19).
. The product of ITC allocated to me was John Players. It is a apparael product of ITC.
This project covers all the topics of the company. Starting from world information, contribution to the Indian
GDP, the finance and also the organization culture and training needs. John players turns into decline stage of
PLC.
Segmentation: - As the brand john players is in the segment of youth apparels for the people residing
in Tier 1 & Tier 2 cities, so the segments of our Product remains the as of the Brand.
Targeting: - For John Players, target will be the Agegroup between 15-35 years and especially Males.
Positioning: - John Players is positioned as a brand with a cool attitude. It is positioned as " Style with a
Playful Side" exemplified in its tagline " Play It Cool".
The ratios are chalked out to show how much ahead and how much ITC grows every year. ITC has more
profits, more turnover, more asset turnover in FY 19 than in FY 18.
The less cash retention ratio and the more dividend payout ratio of ITC shows that the company is retaining
lesser of its profits as retained earnings and paying out more dividends to its shareholders as it results in
goodwill increase of the firm.
We are future proofing our business through market development, agile organization structures and
building distinctive capabilities across the value chain leveraging data and technology Reliance Retail
buys menswear brand John Players from ITC
Reliance Industries Ltd said on 29 March 2019, its unit Reliance Retail Ltd (RRL) has acquired
consumer goods company ITC Ltd's menswear brand John Players.
ITC sold the brand John Players and related trademarks and intellectual property to Reliance Retail as
part of its restructuring plan, an ITC spokesperson said.

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G. Bibliography/References
https://www.ibef.org/industry/textiles.aspx
https://en.wikipedia.org/wiki/Textile_industry_in_India
https://www.investindia.gov.in/sector/textiles-garments
https://www.itcportal.com/
https://www.moneycontrol.com/india/stockpricequote/cigarettes/itc/ITC
https://www.itcportal.com/businesses/fmcg/personal-care-products.aspx
www.moneycontrol.com
www.blog.sanasecurities.com
www.marketing91.com
www.business-standard.com
www.bloombergquint.com
https://www.bloombergquint.com/business/indias-no-1-soap-brands-crown-is-slipping
www.ibef.org