BACK GROUND AND INCEPTION OF THE
BACK GROUND AND INCEPTION OF THE COMPANYCOMPANY Kurlon Limited
Kurlon Limited, a Manipal Group Company came into existence in 1962. The, a Manipal Group Company came into existence in 1962. The Company was then called „
Company was then called „Karnataka Consumer Products Ltd’Karnataka Consumer Products Ltd’ and on the 8th of and on the 8th of December, 1995 the company was renamed as
December, 1995 the company was renamed as Kurlon Limited.Kurlon Limited.
Kurlon is part of the 2,000 crore Manipal Group of Companies founded by the Pai‟s Kurlon is part of the 2,000 crore Manipal Group of Companies founded by the Pai‟s of Manipal which is a major financial and industrial group in India. The group has its of Manipal which is a major financial and industrial group in India. The group has its activities spread over financial services, manufacturing, education, electronic activities spread over financial services, manufacturing, education, electronic commerce, software services, share broking, etc. The group is headed by Mr. commerce, software services, share broking, etc. The group is headed by Mr. Sudhakar Pai who is the Chairman of the group. Mr. Pai is on the board of several Sudhakar Pai who is the Chairman of the group. Mr. Pai is on the board of several well-known industrial, commercial and educational enterprises.
well-known industrial, commercial and educational enterprises.
Kurlon was conceived when Mr. Pai was in Germany in 1962. He found that car seat Kurlon was conceived when Mr. Pai was in Germany in 1962. He found that car seat cushions were manufactured of rubberized coir. The manufacturer was importing cushions were manufactured of rubberized coir. The manufacturer was importing curled coir from Sri Lanka.
curled coir from Sri Lanka.
In India, the coir industry has developed very well, mostly in Kerala where they In India, the coir industry has developed very well, mostly in Kerala where they produce „
produce „Retted FiberRetted Fiber‟. Gree‟. Green husks of coconut are immersed in the salty backwardsn husks of coconut are immersed in the salty backwards for 10 to 12 months and the retted husk is supplied to various homes to make Mats for 10 to 12 months and the retted husk is supplied to various homes to make Mats and Matting rolls after producing the yam from this fiber. This has created and Matting rolls after producing the yam from this fiber. This has created employment to many women in the state.
employment to many women in the state.
Austrian technology was available to extract fiber from the dried coconut husk and Austrian technology was available to extract fiber from the dried coconut husk and curl it into ropes and keep it in that state for minimum 3 months. When uncurled, curl it into ropes and keep it in that state for minimum 3 months. When uncurled, they become tiny springs. The cars manufactured in India in 60‟s were very few in they become tiny springs. The cars manufactured in India in 60‟s were very few in numbers. It was uneconomical to start the molded product out of the rubberized coir numbers. It was uneconomical to start the molded product out of the rubberized coir to manufacture car seat cushions. After a lot of experiments and quality control steps, to manufacture car seat cushions. After a lot of experiments and quality control steps, Mr.Ramesh Pai thought of entering into Rubberized coir mattress manufacturing. Mr.Ramesh Pai thought of entering into Rubberized coir mattress manufacturing. Thus Kurlon was born, become one of the popular mattresses providing restful sleep Thus Kurlon was born, become one of the popular mattresses providing restful sleep to millions of Indian consumers.
to millions of Indian consumers.
Today, Kurlon has created direct employment to over 1000 people and indirect Today, Kurlon has created direct employment to over 1000 people and indirect employment to lakhs of coir workers across the
sub-employment to lakhs of coir workers across the sub-continent . Kurlon‟s successcontinent . Kurlon‟s success isis built on a solid infrastructure and its powerful marketing strength. The Company has built on a solid infrastructure and its powerful marketing strength. The Company has
West Asia viz; U.A.E., Qatar, Oman, Bahrain, UK, Europe, South and East of Africa, Indian Ocean rim, SAARC, South East and Far East Countries.
Kurlon Ltd. is the brand leader in the industry and has acquired major market share in the branded mattresses segment.
Taking advantage of the market potential, Kurlon strongly believes in giving the customers quality products of a wide range at competitive prices, which will result in customer satisfaction.
Kurlon is into the business of pure comfort. A head start in the business in 1962 by Late. Shri. Tonse Ramesh Upendra Pai, it is now looking into an extensive brand extension and a complete makeover from sleep comfort, to home comfort.
To give its expanding activities a definite direction and wider dimension, Kurlon Limited is repositioning itself as a major player in the comfort industry rather than a leader in just the mattress business. Thus operating on a larger canvas, the company will have more room to grow, and will manufacture a whole wide range of trusted quality products for its customers
Foam Rubberised Coir Therapeutic Spring Furnishing Bedsheets Bolsters Cushions Pillows Sheets Furniture Bedroom Cot Side tables Wardrobe Dresser Drawer Dining room
Dining room with 6 chairs
Dining room with 8 chairs
Living room Wall units T V units Computer tables Office tables Coffee tables Study table Book shelf Shoe rack Sofa
Kurlon's biggest challenge has been to educate the market, to show its value in moving up to the branded category and to accept the benefits Kurlon offers. If its sales are an indicator then in this endeavour Kurlon has been immensely successful. The brand has earned the Coir Board of India's top honours for outstanding Performance in Export of Rubberised Coir Products and Development of the Domestic Market for Rubberised Coir for the year 2003. The company has won several other awards in the year 2001,2002,2003,2004 and 2005.
MANAGEMENT TEAM Mr. Sudhakar Pai
A graduate in engineering, Mr. Sudhakar Pai has vast experience in manufacturing industry and financial institutions. He is also a Director in the following companies:
Manipal Home Finance
Moths stager Jeevandos CCI Ltd GICC Ltd.
Manipal E-Commerce
Manipal Holdings and others
Mrs. Jaya Pai
A graduate from Mangalore University, she shoulders the responsibility of managing
the Manipal Group of Companies.
She is a Director in the following companies:
Manipal Holdings Pvt. Ltd.
Jitendra Harjeevandas Securities Pvt Ltd. Manipal Share and Brokers Ltd.
And others
Mr. Santanu Choudary comes with 26 years experience from Telecom, Consumer Durables, Healthcare & Consumer Electronics. It can be said with much pride that during his tenure in the company, Kurlon has grown tremendously.
Mr. Khushroo F Engineer
Over 15 years of experience in the field of finance and accounts ,has made Mr. Khushroo a thorough professional. He is assisted by senior managers and other staff who also have ample experience in the field of finance and accounts.
Mr. M.S. Kamath
With over 25 years of experience in the field of manufacturing, it can be said with much pride that he has also been instrumental in building multiple manufacturing facilities in the country.
Mr. Y.S.A Rao
He has been with Kurlon since 1985. He heads the Procurement Group of the company and has been instrumental in keeping costs under control through his rather prudent and efficient purchase process.
Mr. Harish Pai
With over 20 years in the industry, he has to his credit the benefit of having served diverse and multifaceted business segments such as Manufacturing, Steel & Rolling Mill, Banking & Finance, Non Banking Finance, Stock Market Hotel & Hospitality, Lottery, Logistics, Supply Chain, Sales and Distribution. He has also been involved in the formation and implementation of complex IT Landscape, IT Security Policy, Business Continuity and DR Policy.
COMPETITORS INFORMATION
Relaxon Duroflex
Sunidry Suflex Aaram Century Starlite
AREA OF THE OPERATION
Sl No SOUTH CENTRAL ZONE SOUTH ZONE
1 BANGALORE,KARNATAKA CALICUT,KERELA
2 MANGALORE,
KARNATAKA
MADURAI, TAMIL NADU
3 HUBLI, KARNATAKA CHENNAI, TAMIL NADU
4 GULBARGA, KARNATAKA COCHIN, KERELA
5 MYSORE, KARNATAKA COIMBATORE, TAMIL NADU
6 BOWENPALLY,ANDHRA PRADESH
TRICHY, TAMIL NADU 7 VIJAYAWADA, ANDHRA PRADESH TRIVANDURAM, KERELA 8 HYDERABAD,ANDHRA PRADESH
HOSUR, TAMIL NADU 9 KARIMNAGAR,ANDHRA PRADESH 10 RAJAMUNDRY, KARNATAKA 11 WARRANGAL, ANDHRA PRADESH 12 MARGOA, GOA 13 THIRUPATHI, ANDHRAPRADESH
1 DELHI KOLKATTA 2 VARANASI BHUWANESHWAR 3 LUCKNOW BURDWAN 4 JAIPUR SULIGIRI 5 FARIDABAD PATNA 6 JODHPUR RANCHI 7 JALANDHAR GUHAWATI 8 JAMMU JAMSHEDPUR 9 GHAZIABAD SAMBALPUR 10 KANPUR BERHAMPUR 11 HARIDWAR 12 AGRA MC KINSEY 7S MODEL
The seven „S „ framework first appeared in the “The Art of Japanese Management” by Richard Pascale and Anthony Anthos in 1981.they had been looking at hoe Japanese industry had been so successful, at around the same time that Tom Peters and Robert Waterman were exploring what made a company excellent. The Seven S model was born at a meeting of four authors in 1978. It went on to appear in “The Search of Excellence” by Peters and Waterman, and was taken up as a basic tool by the global management consultancy Mc Kinsey: it‟s sometimes known as the Mc Kinsey 7-S model.
Managers need to take into account of all of the seven of the factors to be sure of successful implementation of the strategy- larger or small. They are all interdependent, so if they fail to pay proper attention to any one of them, it can bring the others crashing down around them. Like a lot of these models, there is a good dose of common sense in here, by the 7-S Framework is useful way of checking that you have covered all the bases. To represent the challenges of the services marketing Mc Kinsey developed a new framework for analysing and improving organisational effectiveness, 7S model.
Hard Elements Soft Elements
Strategy Structure Systems Shared Values Skills Style Staff
The 7S model can be used in a wide variety of situations where an alignment perspective is useful, for example to help you:
Improve the performance of a company.
Examine the likely effects of future changes within a company.
Align departments and processes during a merger or acquisition.
"Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful. The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others.
HARD S’S
1. Strategy: the plan devised to maintain and build competitive advantage over the competition.
2. Structure: The basic organisation of the company, its departments, reporting lines, areas of the expertise and responsibility.
3. Systems: Formal and informal procedure that govern everyday activity, covering everything from management information system, through the systems at the point of contact with the customer.
SOFT S’s
1. Shared Values: called "super ordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
2. Style: the style of leadership adopted.
3. Staff: the employees and their general capabilities.
4. Skills: the actual skills and competencies of the employees working for the company.
