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ITC Business Strategy

Made by Zaki Krichi
by

Zax Payne

on 12 February 2013

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Transcript of ITC Business Strategy

Since Launch Time Line for ITC 1910 ITCL (Imperial) established in Kolkatta ITC ‘s Packaging and printing business was set 1925 It set up a marine product export Division 1971 Company Changed its name to ITC Ltd 1974 launched Hotel business 1975 Imperial converted into a public limited company 1953 ILTC became a part of ITC 1975 ITC set up the Agri Business Division 1990 Established ITC Hotels as a separate division 1986 القتل القتل القتل القتل e-Choupal initiative in Bhopal with Soya farmers 2000 ITC – ITC Infotech2001 ITC formed the food division. ITC introduced Essenza Di Wills ITC entered the safety match business ITC Launched ‘Expressions’ 2000 ITC Launched ‘Wills Lifestyle’ 2000 2000 2005 2002 ITC formed the food division. 2001 ITC LTD
Business FMCG Hotels Agri-Business Paperboards, Paper and Packaging Analytical Tools SWOT ANALYSIS Strenghts Weaknesses Opportunities Threats Relative Market Share Market Potential Low High High Low ? The Company Questions Background • ITC offers a special range of products and
services support TSIs giving support to
SMEs.

• ITC is well regarded as a specialist
implementation organisation in trade/
export development and trade
information systems.

• Extensive multi-country experience in
several sectors (best practices drawn). • Flexible/responsive to beneficiaries’
needs leading to customised/ tailored
interventions.

• Highly competent and specialist human
resources in several sectors all over the
world.

• Impartiality and lack of a perceived bias
on trade and investment policies is
regarded as a major plus especially by
donors. • Activities and programmes especially at
the country-level depend on external
sources of funding which limit the scale
of ITC interventions.

• Beneficiaries often lack the scale
required to capitalise on market access
opportunities identified by ITC.

• Considerable Geneva-based delivery
(not cost-effective in some aspects). • Inadequate coordination at country-level
with donors and other providers of
technical assistance operating in same or
similar areas/sectors.

• Inadequate visibility and awareness of
ITC’s services portfolio among partnering
TSIs, donors and principal stakeholders. • Decentralisation of donor decisionmaking
to the country-level creates
greater challenges in awareness of
ITC tools and services.

• Lack of field presence at the countrylevel.

• Inadequate monitoring and feedback
mechanisms to evaluate outreach and
impact of activities to final users • Increase in demand for TRTA services
resulting from Doha Development
Agenda.

• Increases in TRTA support by donors for
trade development could allow ITC to
increase country-level programming. • Scope for expanding/diversifying
partnerships to increase reach of ITC
tools and products for SMEs.

• Enhanced effectiveness through countrylevel
coordination with donors
implementing related interventions
(fewer missed opportunities, more
synergies).

• Enhanced use of information technology
for wide dissemination of products and
services, including fee-based services. • Donor priorities and constraints
determine ITC programme delivery.

• Increase in competition from bilateral
programmes, overlapping with ITC
expertise. • Emergence of new specialised small
inter-governmental organisations such as
Agency for International Trade
Information and Cooperation (AITIC) and
the Advisory Centre for WTO Law and
active NGOs such as the Internal Centre
for Trade and Sustainable Development. Mission VISION To enhance the wealth generating capability of the enterprise in a globalising environment, delivering superior and sustainable stakeholder value Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company's stakeholders Agri-Business Paperbroads & Packaging Hotels FMCG Cigarettees FMCG others Synergy (Q2) ITC set up a packaging and printing business in order to became its own client, and thanks to huge sales of cigarettes 10,002 by 2005, in 2009 this was India’s larger packaging solution
provider. Agri-business Tobacco Industry Food Industry Since the tobacco industry was the first activity of the company we can say that there is a backward vertical integration by developing the agricultural business and then a forward integration by implementing the food business.
We can also talk about financial synergies since the combination of companies leads for ITC to optimize the profits. 1- How well does ITC's Portfolio fit in terms of The BCG matrix? 2 - Identify and evaluate the various synergies in ITC's business Thank you for your attention Neziha Ouanes
Zaki Krichi
Mohammed Omer Elgindi
Sana Dimassi
Myriam Belaifa
Sabrine Jemli Video
Full transcript