Kurlon Project Work

BACK GROUND AND INCEPTION OF THE COMPANY Kurlon Limited, a Manipal Group Company came into existence in 1962. The Company was then called „ Karnataka Consumer Products Ltd’ and on the 8th of  December, 1995 the company was renamed as Kurlon Limited.

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 activities spread over financial services, manufacturing, education, electronic 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 well-known industrial, commercial and educational enterprises. 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 curled coir from Sri Lanka. In India, the coir industry has developed very well, mostly in Kerala where they  produce „Retted Fiber‟. Green Green 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 and Matting rolls after producing the yam from this fiber. This has created employment to many women in the state. 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, 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 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. Thus Kurlon was born, become one of the popular mattresses providing restful sleep to millions of Indian consumers. Today, Kurlon has created direct employment to over 1000 people and indirect employment to lakhs of coir workers across the sub-continent sub-continent . Kurlon‟s success is built on a solid infrastructure and its powerful marketing strength. The Company has 44 sales offices, which are profit centers, strategically located all over the country. All the centers are working on trade terms. The Company products are exported to T. John Institute of Technology

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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

PRODUCT PROFILE 

Mattress

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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

ACHIEVEMENT AND AWARDS

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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: 

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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: 

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Manipal Holdings Pvt. Ltd. Jitendra Harjeevandas Securities Pvt Ltd. Manipal Share and Brokers Ltd. And others

Mr. Santanu Choudary

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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

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Duroflex

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Resrolex

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Coiron

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Bedsy

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Sunidry

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Suflex

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Aaram

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Century

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Starlite

AREA OF THE OPERATION Sl No 1

SOUTH CENTRAL ZONE SOUTH ZONE BANGALORE,KARNATAKA CALICUT,KERELA

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MANGALORE, KARNATAKA HUBLI, KARNATAKA

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GULBARGA, KARNATAKA MYSORE, KARNATAKA

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BOWENPALLY,ANDHRA PRADESH VIJAYAWADA, ANDHRA TRIVANDURAM, PRADESH KERELA HYDERABAD,ANDHRA HOSUR, TAMIL NADU PRADESH KARIMNAGAR,ANDHRA PRADESH RAJAMUNDRY, KARNATAKA WARRANGAL, ANDHRA PRADESH MARGOA, GOA THIRUPATHI, ANDHRAPRADESH

7 8 9 10 11 12 13

SL NO

NORTH ZONE

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MADURAI, TAMIL NADU CHENNAI, TAMIL NADU COCHIN, KERELA COIMBATORE, TAMIL NADU TRICHY, TAMIL NADU

EAST ZONE Page 6

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DELHI VARANASI LUCKNOW JAIPUR FARIDABAD JODHPUR JALANDHAR JAMMU GHAZIABAD KANPUR HARIDWAR AGRA

KOLKATTA BHUWANESHWAR BURDWAN SULIGIRI PATNA RANCHI GUHAWATI JAMSHEDPUR SAMBALPUR BERHAMPUR

MC KINSEY 7S MODEL

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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. 

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Examine the likely effects of future changes within a company.

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Align departments and processes during a merger or acquisition.

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Determine how best to implement a proposed strategy.

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"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.

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