To answer that, let me talk about the
Jyothy Laboratories DNA first. Because
our performance in the past year stands
on the shoulders of our achievements
of more than three decades. During
this time, we have positioned ourselves
as a company catering to the needs of
every Indian household. Those needs
can only grow, and we have a long track
record of meeting them effectively. All
our product innovation has been done
keeping in mind the smallest details of a
Against this backdrop, in the year under review, compared to the rest of the FMCG industry, we have done well. As for the national economy, it all comes down to job creation and consumption. The ‘Make in India’ initiative is very important in this context. Because of this initiative, Indian manufacturing is getting the attention it has never got before. ‘Make in India’ is about confidence in your own strengths, it is about self-reliance in manufacturing and quality – things we have always believed in.
Our portfolio has products that are
of world standard and offered at an
affordable price. We are competing
with the multinationals, and all our
brands have become profitable in the
shortest possible time. We have taken
on the fiercest competition and come
out a winner, because of our ear-tothe-
ground insights, the agility of
our product idea development, and
the impact of our precisely targeted
communication. With every launch, the
Company has been able to disrupt that
particular category, gaining market share
at an exponential rate.
Yes, indeed. Following the acquisition of
the Henkel India bouquet of products,
our Company has a presence in every
consumer segment. That acquisition
was a turning point in other ways,
too – it infused an additional measure
of modern business practices into the Company, helping us adapt still faster
to changes in consumer needs and
As we expanded across segments
and launched new products within
those segments, we also built a great
management team to deliver the desired
results. The major transformation,
as I said, began from the point of
acquiring Henkel India. We were already
doing very well, taking leadership
positions in extremely competitive
product segments. Building on that,
we revamped our management
policies and systems, and brought
new team members on board, making
the company culture even more
performance-driven. As a result, we are
now much more streamlined, efficient, and better fortified against external
All aspects of key functions were looked at with a critical eye – this included sales, marketing, manufacturing, research and development, and human resource development. To help the new management team stay focussed on the new goals, we set annual KPI (key performance indicator) metrics and monthly reviews.
Inclusive growth means, when a country does well, everyone does well. Once that upswing comes, the companies that are exceptionally well-positioned will do exceptionally well – and we are one of them. That is going to be the India growth story. We firmly state that we are with the government initiative. Only companies with great differentiated products can grow this country. We have to create jobs. We have to be everywhere. We believe in India’s growth story.
At present, the government has given impetus to skill development and job creation. We, too, believe in this – Jyothy Laboratories has proactively invested in skill development and employment generation programmes. We have created jobs at every level of the Company. Our consistent growth, despite the fluctuations in the external sphere, has shown that we are agile, innovative and prepared to face challenges. Our Company is about having the right direction at the right time in the right country.
Well, let me say that we have delivered on every front: excellent and relevant products; the most advanced research and development; strategic brand extensions; optimal advertising and sales force to propagate our brands; and an apt communication strategy. Jyothy Laboratories is family owned professionally managed and the most modern business practices which means a great culture.
The organisation is nimble, with complete control on our manufacturing and R&D, the essential drivers of success. Our reach is deep, covering places even with small populations. The insights we gather, the way we ideate, and then make an impact, all of that has helped us replicate the success of Ujala in our subsequent products, Maxo, Exo and in the reinvention of Margo, a 95-year-old highly trusted brand. In the past year, we saw a drop in rural consumption because of deficient rainfall, but we expect a turnaround this year based on the monsoon prediction.
A growth strategy must always be
around innovation. And innovation in
our industry has to be driven by insights.
If a company has insights into the mind
of the youth, it would do well. In this
country, 65 per cent of the population
is under 35 years of age; they are the
consumers of the future.
For instance, our Powerbrand Ujala is not only with the first Ujala woman, but also with her daughter or her granddaughter. If they – the youth – stay with our brands, that makes a big difference.
Absolutely, yes. A company making
great products makes a profit, obviously,
but it also makes the national economy
and society that much more vibrant.
From excellence in manufacturing to job
creation, from promoting educational
facilities to helping the marginalised, in
every way, we exemplify the key facets of
the roadmap laid out by the government
initiative. From the first year of our
journey, we have lived that agenda.
Our business philosophy is in sync with the thinking of the country. This, we are certain, will help us keep growing alongside India.