FMCG Sector Analysis Marico Company Analysis Marketing of Set wet HR roles and Responsiblity in marico Finance comparative analysis

1. SET WET
Semester-I Final Presentation Report which consist of Sector
information of FMCG , Company information of Marico
with analyzing the brand (Set Wet) and the companies
position and structure.
Rajat bang
DM17C38
Rajat Bang
Student, Pune Institute Of Business Management
Rajat.bang@yahoo.co.in
www.linkedin.com/in/rajat-bang

2. 1
Ra
Contents
Sector Information..............................................................................................................................3
Introduction....................................................................................................................................3
Market Size ....................................................................................................................................3
Growth of the Sector.......................................................................................................................4
Reason for growth of FMCG sector..................................................................................................4
Porter’s Five Forces Model..............................................................................................................5
 Barriers to Entry and exit: ..................................................................................................5
 Threat of substitutes: .........................................................................................................5
 Buyer bargaining power:....................................................................................................5
 Supplier bargaining power: ................................................................................................5
 Industry Competition: ........................................................................................................5
Company Information.........................................................................................................................6
History...........................................................................................................................................6
Product Portfolio.............................................................................................................................7
SWOT Analysis..............................................................................................................................9
Competitor Analysis .....................................................................................................................10
News/Corporate Announcements ...................................................................................................12
Marketing ........................................................................................................................................12
SWOT Analysis............................................................................................................................12
Marketing Mix..............................................................................................................................13
STP..............................................................................................................................................14
Segmentation...........................................................................................................................14
Targeting ..................................................................................................................................15
Positioning................................................................................................................................15
Product Life Cycle........................................................................................................................16
BUSINESS FINANCE.....................................................................................................................17
Net Profit Margin..........................................................................................................................17
Gross Profit Margin ......................................................................................................................18
Direct & Indirect Cost...................................................................................................................19
Fixed Assets Added- (Rs. Cr.).......................................................................................................19
Working Capital for the year (Rs. Cr.)............................................................................................19

3. 2
Debt-Equity Ratio.........................................................................................................................21
Asset T/O Ratio............................................................................................................................22
Dividend Per Share.......................................................................................................................23
HUMAN RESOURCE MANAGEMENT .......................................................................................24
Organizational Structure:...............................................................................................................24
Job Description.............................................................................................................................25
Marketing .................................................................................................................................25
Finance:....................................................................................................................................26
Human Resource.......................................................................................................................27
Recruitment Sources of the Company:............................................................................................29
Selection Process:.........................................................................................................................29
Induction Program:.......................................................................................................................30
Training & Learning: ....................................................................................................................30
Employee Benefits:.......................................................................................................................32
Employee Development: ...............................................................................................................32
Communication Management.....................................................................................................32
Career Planning:...........................................................................................................................33
Organizational Culture:.................................................................................................................33
Employee Review:........................................................................................................................34
Bibliography: ...................................................................................................................................35

4. 3
Sector Information
Introduction
Fast-moving consumer goods (FMCG) sector is the 3 steps behind from largest sector in the Indian
economy with Personal Care & Household accounting for half share of FMCG sales in India. Growth
drivers of the sectors are easier access, growing awareness, and changing lifestyles. The urban segment
(accounts for a revenue share of around 60 per cent) is the largest contributor to the overall revenue
generated by the FMCG sector in India and recorded a market size of around Rs.1.91 trillion in 2016-17.
However,in the last few years,the FMCG market has grown at a lower pace in urban India compared with
rural India. Semi-urban and rural segments are growing at a rapid pace and FMCG products account for
half of total rural spending.
Market Size
The Retail markvet in India is estimated to reach Rs. 71.14 trillion by 2020 from Rs. 43.62 trillion in 2016,
with modern trade expected to grow
at 20% - 25% per annum, which is
likely to boost revenues of FMCG
companies. In 2016-17, revenue for
FMCG sectorhave reachedRs.3.18
trillion and is expected to grow at 9-
9.5% in FY18 supported by
expectations of the total
consumption expenditure reaching
nearly Rs. 233.60 trillion by 2020
from Rs. 95.36 trillion in 2015.
23%
19%
16%
15%
9%
6%
7%
5%
Market break-up by revenue (2016)
Hair Care Foods Health Supplements Oral Care OTC & Ethicals Home Care Digestives Skin Care
29%
28%
21%
8%
8%
6%
GDP contribution Sector-wise
Other FMCG Service Auto E-commerce Telecom

5. 4
Growth of the Sector
Reason for growth of FMCG sector
In last 10 years the growth of FMCG sector has increased to 23% of GDP and the reason for the
growth are as follow:
 FDI supports
 Large Market
 Risingincomesderivedpurchase
 Availabilityof online grocerystores
 EvolvingconsumerLifestyle
 Risingpopulationandspending
 Rise inrural consumption
 Newproductlaunches
 Growth of moderntrade
 StrongDistributionChannel
 Greaterawarenessof productsand brands
 Governmentreformsto encourage FDI inflow andmarket sentiments
 Desire toexperimentwithbrands
0
17.8
21.3
24.2
30.2
34.8
36.8
44.9
47.3
49
0
10
20
30
40
50
60
year 2007 2008 2009 2010 2011 2012 2013 2015 2016
AXISTITLE
AXIS TITLE
Revenve Growth
Series 1

6. 5
Porter’s Five Forces Model
To determine industry attractiveness and long-run industry profitability of the Indian FMCG Industry, we
chose to apply the Porter’sfive forcesin our analysis. Porter’sfive forcesare:(1) Barriersto Entry and exit,
(2) Threat of substitutes, (3) Buyer bargaining power, (4) supplier bargaining power, and (5) Industry
Competition.
 Barriers to Entry and exit: Large investments in setting up distribution networks and
competition, promoting brands from established companies because of medium entry and exit
barriers. Integrated business model and
increasing capital requirement in the industry
restrict new entrants.
 Threat of substitutes: Hence, threat of
substitute is high in the industry. Being an
essential commoditythe demand iselasticfor
consumer products. Multiple brands
positioned with narrow product
differentiation. Companies entering a
category/tryingtogainmarketshare compete
on pricing which increases products
substitution. There is Price war.
 Buyer bargaining power: Low switching
cost and aggressive marketingstrategies
underintense competitionwithinthe FMCG
companiesinduce Customerstoswitch
betweenproducts,therebydrivingvaluefor
moneydealsforconsumers. Availabilityof
same or similaralternatives. Highbrand
loyaltyforsome products,therebydiscouragingcustomers’productshift.
 Supplier bargaining power: Prices are generally governed by international commodity
markets,makingmost FMCGcompaniesprice takers.Because of the longtermrelationshipswith
suppliersetc.,FMCGcompaniesnegotiatebetter rates during times of high input cost inflation
 Industry Competition: Competitiveness among the Indian FMCG players is high. With more
MNCsenteringthe country,the industryishighlydiversified.Advertisingspendscontinue togrow
and marketingbudgetsaswell as strategiesare becomingmore vibrant.Private labelsofferedby
retailers at a discount to mainframe brands act as competition to undifferentiated and weak
brands.
Competiti-
ve Rivalry
(High)
Threat of
New
Entrants
(Medium)
Substitute
Products
(High)
Bargainin-
g Power of
Suppliers
(Low)
Bargainin-
g Power of
Customers
(High)

7. 6
Company Information
History
Marico Limited is one of India's leading consumer products companies operating in the beauty and wellness
space. Empowered with freedom and opportunity, we work to make a difference to the lives of all our
stakeholders - members, associates, consumers, investors and the society at large. Currently present in 25
countries acrossemerging markets of Asia and Africa,Marico has nurtured multiple brands in the categories
of hair care, skin care,edible oils, health foods, male grooming, and fabric care. Marico's India business
markets household brands such as Parachute, Parachute Advansed, Saffola, Hair & Care, Nihar, Nihar
Naturals, Livon, Set Wet, Mediker and Revive among others that add value to the life of 1 in every 3
Indians. The International business offers unique brands such as Parachute, HairCode, Fiancée, Caivil,
Hercules, Black Chic, Isoplus, Code 10, Ingwe, X-Men and Thuan Phat that are localized to fulfil the
lifestyle needs of our international consumers. Charting an annual turnover of INR 59 billion (Financial
Year 2016 - 2017) across our portfolio, Marico's sustainable growth story rests on an empowering work
culture that encourages our members to take complete ownership and make a difference to the entire
business ecosystem.
In 1971, HarshMarivala joined a family business called Bombay oil industries having headquarters
in Masjid Bundar bazaar.
In 1974, Harsh envisions a branded FMCG market for coconut and refined edible oils in small
consumer packsand setsup a national distribution network for Parachute.The ubiquitous Parachute
blue bottle makes its first appearance in harsh’s first innovation.
In 1988, Company was corporated. Later shifted its headquarters to Bandra in 1992.
In 1992 it opened its first overseas office in Dubai when they started exporting their goods.
In 1994, they also launched a new product called “Revive” a cold water starch useful for cotton
cloths.
In 1996, Marico listed itself 1996. In 1999, company opened a manufacturing facility in Bangladesh
and acquired Medikar.
In 2002, Marico ventured into skin care solutions called Kaya skin clinics. In 2006, nihar naturals
entered Marico’s fold.
In 2006, Marico acquired fiancée and hair code in Egypt and Caivil, Black Chic and Hercules in
South Africa.
In 2010, Marico launched Saffola masala oats and also entered markets of Malaysia and Singapore
by acquiring Code 10 and Derma Rx respectively.
In 2012, Setwet and Go, India’s gen next gets styled by Marico.
In 2014, Marico group turnover crosses Rs. 5000 crore.
In 2015 Marico’s market cap tops INR 25000 crore.

8. 7
Produ ct Portfolio
Parachute Coconut Oil
Parachute Advansed
Parachute Advansed body-lotion
Safflola

9. 8
Hair & Care
Livon
Nihar uttam
Nihar Naturals
Set Wet
Zatak

10. 9
Medikar
Revive
Marico has got large number of products in their basket. They have all type of products to satisfy the needs
of all consumer segments. They have hair oil for all level of segments. Different varieties in the oil for the
different class or level people. Most of their products are for middle level category. Their male grooming
products are targeted the youth due to following trend and stylish fashion. The youth has moving and
experiencing the new hair style and Deo’s. The main target market is youth under the category of Middle
income group.
SWOT Analysis
Strengths
1. Has a large distribution network
2. Strong brand Loyalty for the popular brands
of edible oils, hair oils,etc
3. Experience management and good R&D
4. Marico has covered 25 countries across Asia
and the African continent
Weaknesses
1. Market share is limited due to presence of
other strong FMCG brands and large capital of
other country
2. Marico products has strong competition
from big domestic players and international
brands
Opportunities
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
Threats
1. Intense and increasing competition amongst
other FMCG companies
2.FDI in retail thereby allowing international
brands
3. Competition from unbranded and local
products
SWOTAnalysis of
Marico

11. 10
Competitor Analysis
-10
-5
0
5
10
15
20
25
30
2013 2014 2015 2016 2017
0
10000
20000
30000
40000
50000
60000
Revenve V/S Growth
Britannia - Sum of Gross Revenue Dabur - Sum of Gross Revenue
HUL - Sum of Gross Revenue ITC - Sum of Gross Revenue
Marico - Sum of Gross Revenue Britannia - Sum of Growth Rate(%)
Dabur - Sum of Growth Rate(%) HUL - Sum of Growth Rate(%)
ITC - Sum of Growth Rate(%) Marico - Sum of Growth Rate(%)

12. 11
Market Leader Other Leading Companies
Hair Oil
30% 19%
Shampoo
47%
27%
Oral Care
55% 30% 14%
Skin Care
54% 12% 3%
Fruit Juice
60% 30%

13. 12
News/Corporate Announcements
Marico Indiabusinessup12% inQ2FY18
The Indiabusinessof MaricoIndiaachievedaturnoverof INR 1,200 crore,a growthof 12 % over
the same periodlastyear.
Marico hopesfor8-10% volume growth
Afterwitnessingadisappointingfirstquarterdue toGSTand destockingbythe trade,FMCG
majorMarico ishopingto getback to 8-10 per centvolume growth.
Marico awards mediadutiestoLodestar
Marico and Beardoto style beardstogether.
Marico appointsMyntra CE0, AnanthNarayanan
CompanieswillpassGSTrate cut benefitstoconsumers
Accordingto VivekKarve,CFO,Marico,“thisreductionwillmake cosmeticproductssuchas
creams,gels,serumsanddeodorantsmore affordableandwill certainly aidconsumption.
Marketing
SWOT Analysis
SET WET
1. Strong brand name and presence in India
2. Good distribution, promotion and campaigns
3. Popular ad campaigns on TV and print ads instantly attract theyouth
1. Presence in urban market only
2. High pricing leads to reduction in target market
3. Controversial advertising often leads to legal issues
1. Coming up with limited edition fragrances
2. With the young population significantly increasing in Indiaand thedemographics shifting
to the urban side, there lies a huge opportunity to increase themarket share
1. Deodorants sales are seasonal
2. Competition from premium segment
S
W
T
O

14. 13
Marketing Mix
Product
•1. Variants-Vertical
Hold, Wet Look,
Cool Hold, Casual
Hold, Ultimate Hold
•2. Quantity- 10ml,
50ml, 100ml, 250ml
•3. Ingredients
•4. Directions for use
•5. Bar Code, Price,
Manufacturing date,
Expiry date,
Customer support
number and e-mail
address
Price
•1. 10ml- ₹10
•50ml- ₹50
•100ml- ₹95
•250ml- ₹150
•2. Combopack
comesat a discount,
rangingfrom10% to
15%
Place
•1. Target area-
Urban and Metro
•2. Target Retail
Outlet-
Hypermarkets,
Supermarkets,
Convenience stores,
Speciality Stores
•3. Online Stores-
Snapdeal, Amazon,
Nykaa, Flipkart,
Shopclues,
Indiamart,
Appollopharmacy,
Purplle, Grofers,
Zopnow, Onekirana
Promotion
•1. Television Ads
•2. Youtube Ads
•3. Google search
Ads
•4. Hoardings
•5. Social media Ads
•6. Print Media Ads
(Newspaper,
Magazines, etc)

15. 14
STP
Segmentation
Segmentation
Geographic
•Urban and Metro cities
Demographic
•Age (14-28), Male
•Income (₹15k-₹40k)
Psychographic
•Lifestyle conscious,
•Outdoor-oriented,
•Fashion-oriented, trendy
•Style conscious youth
Behavioral
•Usage (Once/Twice a
day),
•Buying frequency
(Once/Twice a month),
•Buying Outlet
(Convenience store,
hypermarkets,
supermarkets, etc)

16. 15
Targeting
Positioning
Tertiary
•People beyond the age limit
of 14-28 years
Secondary
•Professionals, Salon
Primary
•Urban youth belonging to
Middle or Upper-middle
class income family
Gel base Long lasting Alcohol free
Added Pro-
Vitamin B5

17. 16
Product Life Cycle
Product life cycle describes the stages a product goes through from when it was first thought of until it
finally is removed from the market.Not all product reachthis final stage.Some continue to grow and others
rise and fall.
Marico’s Set Wet is at Growth stage of the PLC Graph as
It has not gained maturity yet because the rural area is still untouched by the product and there is lot of
potential for the product to grow in near future. Also, company is investing huge sum of money in R&D to
come up with herbal variation of the product so that it can gain confidence of those who are refraining
themselves from buying chemical based products. Market penetration is low so large opportunity to get the
market share. Company has price competition for the products. Distribution Channel is getting stronger and
its going on to connecting.
Introduction Growth Maturity Decline

18. 17
BUSINESS FINANCE
Net Profit Margin- PAT/EAT *100
Net Sales
Years Net Sales
(In Rs. Cr.)
Net profit
(In Rs. Cr.)
Net Profit Margin
(In Rs. Cr.)
March17 4,850.75 842.7 17.37%
March16 4947.37 701.86 14.18%
March 15 4,681.20 545.17 11.64%
March 14 3,682.49 577,22 15.67%
ANALYSIS-
 Net profit margin of the companies is increasing with significant margin as we can see margin in 2016
is 14.18% leads to 17.37% margin over a one year only despite of the decline in net sales of the
company from 4,947.37 to 4,850.75 Cr.
0
0.02
0.04
0.06
0.08
0.1
0.12
0.14
0.16
0.18
0.2
0
1000
2000
3000
4000
5000
6000
14-Mar 15-Mar 16-Mar 17-Mar
Net Sales Net profit Net Profit Margin

19. 18
Gross Profit Margin- Gross Profit * 100
Net Sales
GROSS PROFIT= Sales – Cost of Goods Sold
Cost of Goods Sold= Opening Inventory + Purchase + Closing Inventory
Years Net Sales Gross Profit Gross Profit Margin
March 17 4,850.75 892.05 18.39%
March 16 4947.37 767.83 15.52%
March 15 4,681.20 607.15 12.97%
March 14 3,682.49 512.23 13.91%
ANALYSIS: -
 The gross profit margin of the company is increasing with higher rate since last two years i.e.
2016-2017 from 15.52% - 18.39% which demonstrate the strong financial performance of the
company.
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
20.00%
0.00
1,000.00
2,000.00
3,000.00
4,000.00
5,000.00
6,000.00
14-Mar 15-Mar 16-Mar 17-Mar
14-Mar 15-Mar 16-Mar 17-Mar
Net Sales 4,850.75 4947.37 4,681.20 3,682.49
Gross Profit 892.05 767.83 607.15 512.23
Gross Profit Margin 18.39% 15.52% 12.97% 13.91%

20. 19
Direct & Indirect Cost
2017 2016 2015 2014
Direct Cost
Cost of Material
consumed
2,352.21
(5.09%)
2,478.34
(-7.38%)
2,675.89
(45.26%)
1,842.16
Purchase of Stock-
In-Trade
169.44
(111.93%)
79.95
(-40.52%)
134.42
(-2.89%)
138.42
%Change in
Inventories of FG,
WIP
-47.44
(228%)
37.06
(139.06%)
-94.87
(-492.83%)
24.15
Indirect Cost
Employee Benefit
Expenses
250.92
(15.44%)
217.35
(10.23%)
197.17
(15.07%)
171.34
Finance Cost 12.59
(-14.82%)
14.78
(-12.90%)
16.97
(-44.23%)
30.43
Depreciation &
Amortization
Expense
64.10
(-13.67%)
74.25
(35.62%)
54.75
(18.51%)
46.20
Other Expense 1,169.07
(-9.54%)
1,292.40
(16.82%)
1,106.34
(16.84%)
946.89
Fixed Assets Added- (Rs. Cr.)
2017 2016 Change
Tangible Assets 473.91 436.18 8.65%
Capital Work-in-Progress 7.94 36.54 -7.84%
Other Assets 23.86 0.00 23.00%
Fixed Assets 505.71 472.72 6.97%
Working Capital for the year (Rs. Cr.)
Working Capital = Current Assets – Current Liability
2017 2016 2015 2014 2013
Total Current Assets 1994.54 1681.04 1428.71 1291.71 1326.03
Total Current Liability 791.78 883.65 705.48 905.95 796.00
Working Capital 1202.76 797.39 723.23 385.76 530.03

21. 20
ANALYSIS: -
The Current Assets has increasing from last 4 years and Current Liabilities are fluctuating year wise as the
graph shows that after2014 it is growing good shine of increase which good for the position of the company.
Change in working capital shows that there is healthy transaction taking place which is positive side of the
Company.
2013 2014 2015 2016 2017
Change 34.55 -27.22 87.48 10.25 50.84
-40.00
-20.00
0.00
20.00
40.00
60.00
80.00
100.00
Change

22. 21
Debt-Equity Ratio = DEBT/EQUITY
2017 2016
DEBT EQUITYRATIO 0.04 0.01
Analysis:-
The graph shows that Debt-Equity ratio has increased and reason behind that, there can be only two reasons
first, equity might decreased or second, debt has increased. So as per the growth and investment of the
company the reason is valid and applicable. So the company has increased the debt for future investment
and growth purpose.
Debt Equity Ratio
2017 0.04
2016 0.01
0.04
0.01
0
0.005
0.01
0.015
0.02
0.025
0.03
0.035
0.04
0.045
Debt-Equity Ratio

23. 22
Asset T/O Ratio
Year Assets T/O Ratio
2017 129.96
2016 141.65
2015 144.88
2014 117.14
2013 107.53
AssetTurnover Ratio = Sales or Revenues/Total Assets
Analysis:-
The pie chart is showing the assets turnover ratio of 5 years. The company has largest T/O in 2015 and the
2014 which has increased from 2013 by huge margin. The company declined its asset T/O ratio
continuously due to the reason of increasing in assets is faster compare to the growth of sales in the
company. That is the reason behind the decline of the ratio in last 2 years.
129.96
141.65
144.88
117.14
107.53
Assets T/O Ratio
2017 2016 2015 2014 2013

24. 23
Dividend Per Share
DPS=PAT/Number ofShare issued
Year DPS
2013 1.00
2014 3.50
2015 2.50
2016 4.25
2017 3.50
Analysis:-
As the Graph shows the DPS and Reserve and surplus relation where the reserve are increasing yearly in
low rate where as the dividend is changing at high rate. The reason for getting fluctuation in the DPS is the
increasing saving for the future growth and the investment in the market and new product width or
expansion of the brand and the promotion of the particular brands in the company which are in Star and
Question Mark categories of BCG matrix.
0.00
500.00
1,000.00
1,500.00
2,000.00
2,500.00
3,000.00
2013 2014 2015 2016 2017
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
RS.CRORE
PERSHARE
DPS V/S RESERVE AND SURPLUS
Reserve and Surplus DPS

25. 24
HUMAN RESOURCE MANAGEMENT
Organizational Structure:
Skill Sets:
Job specific skills are those abilities that allow a candidate for employment to excel in a particular job.
Some skills are attained by attending school or training programs. Others can be acquired through
experience learning on the job. The skills that are needed for a specific job are also known as a skill set.
Job specific skills canbe contrastedwith transferable skills like communication, organization, presentation,
teamwork, planning, and time management, which are required in a broad array of jobs. Transferable skills
are those that you use in almost every job.
Employability skills are also skills and traits necessary to succeed in every job.
Certain transferable skills will be valued more highly for some occupations than others. For example,
consultants need strong presentation skills and lawyers need solid research skills. However, these
transferable skills shouldn't be confused with job specific skills since they represent generalareas of ability
valued in a wide cross-section of jobs.
In contrast, job specific skills are skills required for a particular job. They might be completely unnecessary
for other jobs, but are critical for that job. For example, being able to operate a power saw is a job specific
skill for a carpenter, but not for many other jobs.
CEO
VP
OPERATIONS
FINANCE
MANAGER
FINANCE
EXECUTIVE
FINANCE
EXECUTIVE
OPERATION
MANAGER
EXECUTIVE EXECUTIVE
VP SALES
MARKETING
MANAGER
MKT
EXECUTIVE
MKT
EXECUTIVE
SALES
MANAGER
SALES
EXECUTIVE
SALES
EXECUTIVE

26. 25
Job Description
Marketing:
1 Business Unit/Function FMCG
2 Job Title Sales Executive at Marico
3 Incubant Name Sarthak Dutta
4 Organization Chart/Structure
5 Main Purpose of the Job To achieve organizational and personal sales objectives, retain and
maintaining relationships with clients and gain prospective clients
6 Supervision Received Regional Head,Zonal Head,Territory Head,Area sales Manager
7 Supervision Exercised Merchandiser, Executive Assistant, Van Seller
8 Key Responsibility and Duty 1.organising sales visits
2.Demonstrating and presenting products
3.Establishing new business
4.Maintaining accurate records
attending trade exhibitions, conferences and meetings
5.Reviewing sales performance
6.negotiating contracts and packages
7.Aiming to achieve monthly or annual targets.
9 Skills Required 1. Commercial Awareness
2.Strong Communication Level
3.Excellent Decision-Making Skills
4. Mathematical Ability
5. IT Skills
Regional
Head
Zonal Head
Territory
Head
Area Sales
Manager
Branch
Manager
Sales
Executives

27. 26
10 Attributes Required Patience
resilience
confidence
maturity
perseverance
11 Educational Qualification
(Min/ Max)
Bachelor’s Degree in any discipline, preferably business
administration
12 Experience Required
(Min/Max)
1 year to 3 years
13 Principle Contacts (Int.) Employees
14 Principle Contacts (Ext.) Clients
Customers
Public Administration Authorities (Police/Lawyer)
15 Prepared By Rajat Bang, HR Executive
16 Approved by Dr. Rajshree,Head HR
17 Date( Prepared On) 6/11/2017
Finance:
1 Business Unit/Functions FMCG
2 Job Title Area Accountant
3 Incubant Name Vishal Sil
4 Organizational Chart
5 Purpose of the Job Ensure
1) collection of dues from dealers, settlement of dealer claims and
recording of the transactions on time
2) timely payment of vendor bills, employee dues on travel /
conveyance / reimbursement of expenses and accounting of the same
3) collection of C forms from dealers on time
4) compliance of all statutes and provide proper administrative
support related to Area office
6 Supervision Received Accounts Executive
7 Supervision Exercise Accounts Manager
Accounts
Executive
Area
Accountant
Accounts
Manager
Audit DMClerk

28. 27
8 Key Responsibilities and
Accountability
Ensure completion of all sales account schedules
Settle dealer claims on time
Update all collection in SAP
Ensure accounting of all travel claims related to the AO employees
on time as per the company policy for timely
reimbursement/settlement
Send MIS to Head office
Ensure Collection of C forms from Dealers on time
Ensure payment of sales tax and filling of returns
Prepare of Bank reconciliation statement
Ensure compliance of local statutes viz., Shop and Establishment
Act, Profession Tax, etc.
9 Skills Required . excellent organizational skills
. strong mathematical ability
. leadership and motivational skills
. strong communication skills
. excellent decision-making skills
. to be honest and trustworthy.
10 Attribute Required Skilled, results-oriented, quick co-operative, flexible, adaptive
11 Education Qualification
(min max)
Graduation - Post-graduation
12 Experience required
( min max)
5 year
13 Principle contact (Int.) Asst. employee; accountants; security person; sales person; cashier
14 Principle contact (Ext) Clients
15 Prepared By Rajat Bang, HR Executive
16 Approved By Dr. Rajshree,Head HR
17 Date (Prepared On) 6/11/2017
Human Resource:
1 Business Unit/Functions FMCG
2 Job Title HR Generalist
3 Incubant Name Sarthak Dutta

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4 Organizational Chart
5 Purpose of the Job The Human Resource Generalist is responsible for coordinating
implementation of services,policies and programs for personnel
throughout the Company
6 Supervision Received HR Generalist Manager
7 Supervision Exercise Recruitor
HR Coordinator
8 Key Responsibilities and
Accountability
Recruiting and staffing logistics
Organizational and space planning
Performance management and improvement systems
Organization development
employment and compliance to regulatory concerns and reporting
Employee orientation, development, and training
Policy development and documentation
Employee relations
Company-wide committee facilitation
Company employee communication
Compensation and benefits administration
Company law
9 Skills Required Multitasking
Public speaking
Analytical skills
Future planning
10 Attribute Required Leadership
Self Motivator
Communication
11 Education Qualification
(min max)
Min: Bachelor's degree or equivalent in Human Resources,
Business, or Organization Development or equivalent.
Master’s degree preferred.
12 Experience required
( min max)
Three to five plus years of progressive leadership experience in
Human Resources positions
HR Generalist
Manager
Generalist
Recruiter
HR
Coordinator

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13 Principle contact (Int.) Employees of the organization
Employer of the organization
Board of directors
14 Principle contact (Ext.) Banks
CA
Public Administration Authorities (police, lawyer)
Partner Organizations (if any)
15 Prepared By Rajat Bang, HR Executive
16 Approved By Dr. Rajshree,Head HR
17 Date (Prepared On) 6/11/2017
Recruitment Sources of the Company:
The company recruits its employees both through campus drives and off campus drives. The Company
visits the renowned institutes of the country and acquire the talent for the organization. Apart from the
campus recruitments, the company also recruits through the company website : www.marico.com
Selection Process:
The Selection Process consists of the following three rounds:
 Aptitude WrittenTestOnline
 Group Discussionbasedoncase studies
 Technical Interview
Internal Sources
• Recall
• Pipeline
• Promotion
Recruitment
• Transfer
• Internal Job
Posting
External Sources
• Monster.com
• Shine.com
• Campus
Recuritment
• Job Consultancy

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HR Interview
Those who have cleared written test will be called for Group Discussion. Candidate will be given a general
topic to speak about. Candidate communication skill will be will be evaluated in session.
Successfulcandidate will have to undergo two rounds of interview. In technical interview candidate expect
the question from the candidate area of specialization. Candidate should have a through knowledge in core
subject to clear the technical round successfully.
Induction Program:
An induction program is the process used within many businesses to welcome new employees to the
company and prepare them for their new role. Its helps in the effective integration of the employee into the
organization.
An induction program is an important process for bringing staff into an organization. It provides an
introduction to the working environment and the set-up of the employee within the organization. The
process will cover the employer and employee rights and the terms and conditions of employment. As a
priority the Induction Program must have legal and compliance requirements for working at the company
and pay attention to the health and safety of the new employee.
An induction program is part of an organizations knowledge management,processand is intended to enable
the new starter to become a useful, integrated member of the team, rather than being "thrown in at the deep
end" without understanding how to do their job, or how their role fits in with the rest of the company.
A typical induction program will include at least some of the following:
 any legal requirements (for example in the, some Health and Safety training is obligatory)
 any regulatory requirements (for example in the banking sector certain forms need to be
completed)
 introduction to terms and conditions (for example, holiday entitlement, how to make expense
claims, etc.)
 a basic introduction to the company, and how the particular department fits in
 a guidedtourof the building completionof governmentrequirements(forexampleinsubmission
of a P45 or P60)
 set-up of payroll details
 introductions to key members of staff specific job-role training
Training & Learning:
If you have the thirst of knowledge and the hunger to learn, you have come to the right place. Learning is
an integral part of life here and it’s not limited to the classroom experience alone – From self learning
modules to E – learning modules, classroom training to on the Job training, experimental learning to out
bound learning, you name it, you have it.

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Learning at Workplace
Learning is also in the form of mentoring and coaching by knowledgeable colleagues, while working on
assignment and project
Learning on the shop Floor
Shop floor learning is the most important aspect of the orientation program of any individual in whatever
capacity he/she joins. You’ll have a wide variety of experience, developing, skills relevant in your job and
giving you an overview of the life on the shop floor
Competency Building
Specific competency based program enable you to build expertise in your chosen career/role. The courses
often use Subject Matter Expert within and outside the organization to enhance employee effective in their
respective roles.
Our education and training team continually update the course curriculum and ensure the participation of
all employee
Continuing Education
Each employee brings a lots of energy, enthusiasm and potential at the time of joining. These qualities need
to be nurtured in order to stimulate career aspiration and growth.
We encourage our employees to pursue higher education. Eachyearwe also sponsor many of our employees
to prestigious institution both within and outside the country for post graduate program.
At Marico training is an integral part of the employability of each employee. Be that a blue collar worker
or executive. We don’t put any limitation on where the employee wants to work provide he has the
necessaryskill setfor it and is the best person for the job. In addition to the CEP program, we help employee
build competency through regular training workshops and fully funded fellowship and scholarship at
leading education institution both in India and overseas. We also train for soft skill.
At the shop floor level, our emphasis on TQM encourages each employees to self-train in process
improvement and have a solution – oriented approach to work. We encourage this kind of thinking by
offering peer recognition and incentives.
Functional and behavioral competencies have been developed for eachrole ranked from beginner to export.
The training needs of each individual are identified from the annual competency assessment process and a
learning of specialization. We use this to help employee advance not just their knowledge base but also
leadership skill. This also management system is put in place to enable each employee to excel.
As part of their career development, we encourage our manger level staff to further avail of a sponsored
advanced study program. These can range from specialized engineering degree to doctorate at global
institution that excel in their area of specialization. We use this to help employee advance not just their
knowledge base also leadership skills. This also gives them an out of factory exposure to best practices
around the globe, encouraging them to apply these to our own manufacturing process.

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Employee Benefits:
Vacation:
Employee may offer unpaid vacation time as well. The amount of vacation time
Varies greatly and depends on the Company’s policy, but amounts typically range from
5 to 20 vacation days per year
Most employee benefit package include vacation time. These daysoff are usually paid though some benefits
Sick Days:
Employee may receive paid or unpaid sick days as part of their employee benefits package
The amount of sick days an employee receives various depending on company policy and seniority
Retirement:
An employer may offer pension or serving plans for employees to save for Retirement. An employer may
set specific amount of money to be contributed to an employee’s pension on an incremental basis or the
employer may offer a matching Benefits program.
Health Spending Accounts:
A health spending account or flexible spending account may be offered but the employer to help offset the
cost of medical care not covered by health insurance. Qualifying expenses usually include co – payments
for doctors visit. Prescription cost or over – the – counter medication.
Employee Development:
Local Training
Company’s own training program are developed by our Country HRteamsto met local needsand priorities.
Regional Training
Our regional training covers a board range of program, including an introduction to CavinKare R&D,
Project management, and Safety leadership
Leading people
Aimed at developing the leadership skills of manager in supervisory role
Communication Management
Designed the prepare professional in internal or external communication roles for a variety of situation
including public speaking, effective written communication and media interview
Business Leadership
Aimed at middle and senior manager to provide of education session covering topics including finance,
operation excellence and leadership skills

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Marketing Leadership
Designed to increase company’s global market capabilities and develop a common understanding of our
global tools to improve our value proposition across markets
R&D Leadership
Providing all new and potential R&D leader with knowledge and skills in key people and process
management topics
Career Planning:
You can live your tomorrow, today. Aspiration have no boundaries. Career progression is the soul reward
of individual performance and potential.
Each individual and is responsible for his/her own career. What we provide is the right mix of
encouragement, coaching and motivation to bring out your inherent leadership qualities, allowing you to
build the skillset required to attain the echelons of undisputed brilliance.
Life as a fresher:
The company induct a young pool of Diploma, Graduate, MBA, to build talent pipeline for the future.
Marico Company, our fresher induction and role readiness program is very rigorous, yet planned in such a
way that is helps in a smooth transition for individual from campus life to corporate life.
As a fresher, You Cannot afford to miss an opportunity to learn. Here you’ll learn from the best, both
internally and externally.
Life as an Experienced Professional:
Experience is like an asset for us. It increases in value, when it grows in the organization. We also hire
experienced professional to ensure we have a mix of people with different views, ideas, experienced and
background to bring dynamism to the business.
Organizational Culture:
Good working culture
Improve on the compensation for employee
Good brand Value
High focus on innovation
A lot to learn as an organization is small as compared to other FMCG giants.

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Employee Review:

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Bibliography:
www.ibef.org
www.aceanalyser.com
www.proquest.com
www.glass-door.com
www.equitymaster.com
www.moneycontrol.com
www.marico.com

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