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• Our widest (also fastest-growing)
product basket graduated to the ‘If
it’s something new, it’s gotta be
Kajaria’ recall
• Our distribution network worked
with the objective that ‘Kajaria is
not far from customers’
• Our responsible dealer policies
emphasised that ‘Kajaria means
holistic growth’
• Our continued branding investment
ensured that customers merely said
‘Kajaria dikhana’
Enduring strengths
The result is that
the slowdown
notwithstanding,
Kajaria’s turnover
increased
in 2011-12.
39%
• Our capacity expansions went on
stream in March 2011, resulting in a
significantly larger product
availability for consumers
• Our newly acquired capacity in
Gujarat made it possible to
establish a more meaningful
presence in west and south India
• We established a meaningful
presence in hitherto under-
penetrated demand pockets in Tier-
II and Tier-III towns in selected
regions and added new dealers
2011-12 initiatives
11
Annual Report 2011-12
10 Kajaria Ceramics Limited
DESPITE SLOWER
URBAN GROWTH.
DESPITE DEFERRED
PROJECTS.
Our annual budget for 2011-12 was drawn up towards the close of
2010-11 when all of India Inc. had placed their chips on larger numbers.
The world applied the brakes thereafter.
Caught on the wrong foot, most management teams regrouped,
recognised emerging realities, drew down estimates, revised the official
guidance and blamed it on the world.
And sure enough, outside observers had reconciled to the reality that
we ought to shift the goalpost as well.
But at Kajaria, we said we could continue to do as well as we had initially
projected.