nick18_in
Nikhil Gadodia
HI all...
one more..
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Sunil K Alagh, Managing Director and CEO, Britannia Industries Limited, explains the mission and vision of his company, Britannia's talent search process, prospects of employee's growth in the organization, his dreams for Britannia and more in an exclusive interview with Peopleone Consulting.
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Till recently IT was the most promising industry (as per predictions, it will regain its glory), which guaranteed good money and a great future. Hence, people were more interested in IT jobs. In this context, did you have any difficulties in finding the right talents to run the business?
The Indian talent market has at last achieved its rightful place. Today, Business Consulting Organisations from all over the globe and IT industry are targeting this talent… the Indian talent has a wider spread of glamorous and attractive options to choose from than what existed in the past. This does not mean that we have a difficulty getting the right talent. It only means that from the available talent pool the FMCG sector has to compete that much more intensely. To succeed in the 21st century, FMCG companies will need to continuously be on their toes and hone up their internal and external processes with a view to attract, nurture and retain talent in this knowledge economy.
Did you have any plans of getting into IT when it was the most promising sector? Would you consider the same once the sector recovers?
The world recognises the Food Processing sector in India as amongst the fastest growing sectors. We are dominant players in the Food & Beverages sector. At this point of time, our endeavor is to dominate the food and beverage sector. While a lot of IT initiatives will be taking place within our organization, we are not, at this point of time, looking at IT as a business line.
Britannia is a brand, which is trusted by people. How could your brand gain this trust?
Our brand equity has been built and nurtured by each and every one of the 4200 odd employees, who constitute the direct Britannia family, not to speak of the extended family comprising of distributors, suppliers and franchisees. For us, success comes from becoming a part of our consumers' lives. We drive this organization with a passion to produce and market 'tasty yet healthy' products in which the consumer perceives value for money. We have built the consumer's trust by providing consistent quality and through emotional bonding.
You spend a lot on advertisements. Which do you think is the best medium to advertise for an FMCG? Why?
A mission to "make every third Indian a Britannia consumer" would mean that we need to connect with all sections of the Indian society cutting across geographical, economical and social strata. It then leads us to the next issue - can one actually identify one medium and call it the best medium to advertise. The answer is a big no. There are no simple answers to this. The challenge is to identify the medium, which connects best with the various target audiences. Today, we are there in almost every media, which reaches out to the people and through these we connect with our present and potential consumers.
Britannia is seen as a company, which has very powerful marketing strategies. How could you gain that edge?
By creating an 'emotional surplus' for the Britannia brand - through effective communication and providing products for different moments of consumption. Another equally important move - exciting the consumer with new products.
What are the opportunities for employees to grow in your organization?
We are not one of those highly structured bureaucratic organizations. We pride ourselves as a company that provides a lot of space for people to come on board and create their own success stories in their journey towards achieving the company's vision and mission. Consistent superior levels of performance backed with potential, which is assessed through robust processes that exist in the organization, open out avenues for our employees to take charge of businesses. Our organization has a business structure wherein the nation is divided into four regions and each region is a profit center headed by a General Manager who is responsible for both the top and the bottom lines. Our internal processes are continuously honed to ensure that we develop in our Managers, an extremely customer focused entrepreneurial orientation.
Which are the hot skills that you would need at any point of time? Where do you hire those talents?
The talent search in Britannia has led us to three avenues.
• From within. We identify consistent excellent performers who possess the potential and we develop these individuals for assuming higher positions in the organisation.
• We have a Management Trainee program which is quite intense. This program has been in practice for more than two decades and has been continuously reviewed and made contemporary - the last review being in 2000. This program aims to build cross-functional, cross-regional and cross-divisional skills and competencies in the trainees who go through it….the ultimate objective being to build them into Business Managers of the future. Quite a few of my direct reports today are those who have been groomed through this program.
• Lateral hires. We also hire on a lateral basis from the market with a view to bring in skills and competencies from the premier companies. These lateral hires bring with them fresh perspectives which provide us with opportunities to challenge and review our systems and processes from within and constantly remain competitive.
The critical Leadership Behaviours that we look for while hiring are:
• An entrepreneurial orientation
• Ability to work in teams
• Risk-taking ability
• Drive for results
• Perseverance
• Integrity
• Systemic thinking, and
• An ability to develop people.
Where do you see Britannia in the next three years?
Three years from today, I see "Every Third Indian as a Britannia consumer". I see Britannia as a dominant player in the food and beverage sector. For me, it is not just enough to be a leader in the Food and Beverage sector. The emphasis here is on dominance.
one more..
--->>
Sunil K Alagh, Managing Director and CEO, Britannia Industries Limited, explains the mission and vision of his company, Britannia's talent search process, prospects of employee's growth in the organization, his dreams for Britannia and more in an exclusive interview with Peopleone Consulting.
-->>>>
Till recently IT was the most promising industry (as per predictions, it will regain its glory), which guaranteed good money and a great future. Hence, people were more interested in IT jobs. In this context, did you have any difficulties in finding the right talents to run the business?
The Indian talent market has at last achieved its rightful place. Today, Business Consulting Organisations from all over the globe and IT industry are targeting this talent… the Indian talent has a wider spread of glamorous and attractive options to choose from than what existed in the past. This does not mean that we have a difficulty getting the right talent. It only means that from the available talent pool the FMCG sector has to compete that much more intensely. To succeed in the 21st century, FMCG companies will need to continuously be on their toes and hone up their internal and external processes with a view to attract, nurture and retain talent in this knowledge economy.
Did you have any plans of getting into IT when it was the most promising sector? Would you consider the same once the sector recovers?
The world recognises the Food Processing sector in India as amongst the fastest growing sectors. We are dominant players in the Food & Beverages sector. At this point of time, our endeavor is to dominate the food and beverage sector. While a lot of IT initiatives will be taking place within our organization, we are not, at this point of time, looking at IT as a business line.
Britannia is a brand, which is trusted by people. How could your brand gain this trust?
Our brand equity has been built and nurtured by each and every one of the 4200 odd employees, who constitute the direct Britannia family, not to speak of the extended family comprising of distributors, suppliers and franchisees. For us, success comes from becoming a part of our consumers' lives. We drive this organization with a passion to produce and market 'tasty yet healthy' products in which the consumer perceives value for money. We have built the consumer's trust by providing consistent quality and through emotional bonding.
You spend a lot on advertisements. Which do you think is the best medium to advertise for an FMCG? Why?
A mission to "make every third Indian a Britannia consumer" would mean that we need to connect with all sections of the Indian society cutting across geographical, economical and social strata. It then leads us to the next issue - can one actually identify one medium and call it the best medium to advertise. The answer is a big no. There are no simple answers to this. The challenge is to identify the medium, which connects best with the various target audiences. Today, we are there in almost every media, which reaches out to the people and through these we connect with our present and potential consumers.
Britannia is seen as a company, which has very powerful marketing strategies. How could you gain that edge?
By creating an 'emotional surplus' for the Britannia brand - through effective communication and providing products for different moments of consumption. Another equally important move - exciting the consumer with new products.
What are the opportunities for employees to grow in your organization?
We are not one of those highly structured bureaucratic organizations. We pride ourselves as a company that provides a lot of space for people to come on board and create their own success stories in their journey towards achieving the company's vision and mission. Consistent superior levels of performance backed with potential, which is assessed through robust processes that exist in the organization, open out avenues for our employees to take charge of businesses. Our organization has a business structure wherein the nation is divided into four regions and each region is a profit center headed by a General Manager who is responsible for both the top and the bottom lines. Our internal processes are continuously honed to ensure that we develop in our Managers, an extremely customer focused entrepreneurial orientation.
Which are the hot skills that you would need at any point of time? Where do you hire those talents?
The talent search in Britannia has led us to three avenues.
• From within. We identify consistent excellent performers who possess the potential and we develop these individuals for assuming higher positions in the organisation.
• We have a Management Trainee program which is quite intense. This program has been in practice for more than two decades and has been continuously reviewed and made contemporary - the last review being in 2000. This program aims to build cross-functional, cross-regional and cross-divisional skills and competencies in the trainees who go through it….the ultimate objective being to build them into Business Managers of the future. Quite a few of my direct reports today are those who have been groomed through this program.
• Lateral hires. We also hire on a lateral basis from the market with a view to bring in skills and competencies from the premier companies. These lateral hires bring with them fresh perspectives which provide us with opportunities to challenge and review our systems and processes from within and constantly remain competitive.
The critical Leadership Behaviours that we look for while hiring are:
• An entrepreneurial orientation
• Ability to work in teams
• Risk-taking ability
• Drive for results
• Perseverance
• Integrity
• Systemic thinking, and
• An ability to develop people.
Where do you see Britannia in the next three years?
Three years from today, I see "Every Third Indian as a Britannia consumer". I see Britannia as a dominant player in the food and beverage sector. For me, it is not just enough to be a leader in the Food and Beverage sector. The emphasis here is on dominance.
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