Patanjali Ayurveda Ltd. was founded in 2006 in Haridwar, India by Acharya Balkrishna. It started as a small pharmacy but expanded into manufacturing herbal medicines, foods, beverages and cosmetics. Under Baba Ramdev, Patanjali adopted an indigenous "Swadeshi" approach to provide an alternative to FMCG companies. It has grown from 150 outlets to over 10,000 outlets across India. Patanjali aims to be a top Ayurvedic company and establish Ayurveda in India by providing good quality products at cheaper rates than MNCs through its organic and low-cost business model.

1. PATANJALI :
HARIDWAR SE AAPKE
DWAR

2.  Patanjali Ayurveda Ltd. founded in 2006, by Acharya Balkrishna.
 Head Office being in Haridwar, India.
 It was first founded as a Small pharmacy in Haridwar and then gradually switched on to manufacturing
medicine which were all made from organic natural herbs an spices.
 Gradually, they expanded their range from medicines to food items, beverages and cosmetics and then
towards FMCG.
PATANJALI AYURVEDA LTD. :
INTRODUCTION

3.  Baba Ramdev chose the path of “Swadeshi” and “Samaj Sewa” , presented an indigenous option
to buyers, giving tough competition to FMCG Companies.
 Emerging from 150 – 200 dedicated PATANJALI outlets to almost 10000 now and in all other
leading grocery stores including Big Bazaar , Hyper city and all other big and small retailers
making presence all across the country.
CONTD…

4. VISION & MISSION
VISION MISSION
To work for the welfare of humanity To restart the swadeshi movement
To reinvent our traditional knowledge of yoga and
Ayurveda
To introduce Indian Ayurveda to this modern world
To be a top Ayurveda company among all MNCs. To establish Ayurveda and remove all the foreign
companies serving in India.
To divert the world’s attraction towards India and it’s
diverse quality of products at cheaper rates
To produce good quality products at cheaper rates

5. BUSINESS STRATEGY…
1. NEW FEATHERS IN THE BASKET
2. NO BIG SHOTS : PROACTIVE MOVES IN INNOVATION
3. FOCUS ON REVENUE OVER PROFITABILITY
4. PRECISE SUPPLY CHAIN MANAGEMENT (viz. Farmer Producer Distributor Consumer)
5. FORWARD MARKETING CONTRACTS WITH REG. FARMERS ALONG WITH RAISING AWARENESS AMONG
FARMERS TO OPT FOR ORGANIC FARMING.

6. ORGANISATION STRUCTURE
OF PATANJALI AYURVEDA LTD.
Head of
Foods
Head Of
Ayurveda
Head Of
Cosmetic
s
VP -
Sales
VP -
Sales
VP -
HR
VP -
HRVP -
Sales
MD – Acharya
Balakrishna
VP -
HR
VP –
R&D
VP -
HR
VP –
R&D

7. KEY HIGHLIGHTS OF
ORGANIZATIONAL STRUCTURE
• WORK SPECIALIZATION
• CHAIN OF COMMAND - SHORT
• CENTRALISED STRUCTURE
• SPAN OF CONTROL – NOT VERY WIDE
• FORMALIZATION: GUIDELINES BASED ON VISION
• DEPARTMENTALIZATION – FUNCTIONAL AND PRODUCT BASED

8. CONTINGENCY FACTORS
…
Strategy
Framework
• Growth Strategy
• Mechanistic Structure
• Cost Minimization
Technology &
Structure
• Mass Production
Environment &
Structure
• Dynamic Environment
• Product Expansion
• Organic Products
• Cheap Products

9. Financial Analysis of
Patanjali
 Patanjali Ayurved is targeting Rs 10,000-crore revenue in
2016-17, after sales grew 150 per cent in the previous
financial year to Rs 5,000 crore.
 The revenue target, if achieved, will put Patanjali ahead
of multinationals like Nestle, Colgate-Palmolive and
procter & Gamble in India.

10.  Patanjali Ayurved, founded in 2007, has grown
more than 10 times in revenue in five years.
 The company's Dant Kanti toothpaste posted
sales of Rs 450 crore in 2015-16 and Kesh Kanti
shampoo and hair oil posted Rs 350 crore sales
in less than a year.
 Last year, Patanjali tied up with retail chains the
Future Group and Reliance Retail.
 Brickwork has a 'stable' rating on Patanjali
Ayurved's Rs 300 crore long-term credit.

11.  To meet the increasing demand, the FMCG firm will set up at least four new manufacturing units
in the current year at a cost of Rs 1,000 crore.
 Apart from this, we will invest Rs 150 crore in research and development.

13. COMPETITIVE ADVANTAGE OF
PATANJALI
Product
Differentiation
Strong
Association with
Health
Word Of Mouth
Advertising
Branded House
Strategy instead
of House of
Brands

14. Cost Leadership
Senior management paid
less
Advertisement cost : Nil
No payment to
brand ambassador
Own Distribution
channel

15. Patanjali Products in the
Market

16. Pricing of Patanjali
products vs its
competitors

18. PATANJALI CSR

19. KEY HIGHLIGHTS
 The Indian Parliament recently passed a bill that obligates the big corporate to spend at
least two percent of their annual profits under the Corporate Social Responsibility
(CSR). This could be a good example of young corporate house of Baba Ramdev that has
from the social responsibility towards the people.
 Patanjali is committed to promote make in India, modern education in the scenario of
gurukul system, education for poor family students and education for girl child.

20. CSR ACTIVITIES
Bharat Swabhiman Trust
Acharyakulam

21. SWOT Analysis
• Large domestic market
• Untapped rural market
• Potential for export
• To leading one of the leading MNC
from India
• Political interference
• Cash rich competitors like ITC
and P&G
• Too much industry competition
• Sri Sri Ayurveda
• Lack of marketing communication
• Low of international footprint
• Less rural penetration
• Brand Name
• Strong TQM
• Organic product
• Competitive pricing
• Bharat Swabhimaan
Strength Weakness
OpportunitiesThreat

22. Future Expansion Plans
Segment Target
Target Revenue 20,000 Cr INR by 2020
Domestic Expansion 5 more food parks (2 in North India & 3 in South
India)
Business Diversification
dairy, confectionary, instant foods, baby care,
natural cosmetics, health supplements
Textile (Jeans)
Channel Expansion Patanjali Mega store in major cities
International Market USA, UK, Cannada by March 2017
International Factories Bangladesh, Africa, Pakistan, Afganistan

23. Anupama
Bhavya Sai
Bineet Poddar
Smriti Khilrani
Ayan Sinha
Anubhav Sarda
Askani Shiva
Arijit Deb Roy