Strategic Management Analysis: Indian Tobacco Corporation Ltd (ITC)

This report provides a comprehensive analysis of the strategic management practices of Indian Tobacco Corporation Ltd (ITC). It begins with an overview of ITC's history, organizational structure, and cultural aspects, including employee initiatives and communication processes. The report explores career prospects within ITC, highlighting various executive and management roles. A significant portion is dedicated to ITC's approach to innovation, examining its three-tier governance structure and strategies to foster innovation in product development and packaging. The report also delves into ITC's competitive strategies, such as consumer insights, research and development, and brand building, and the use of a balance scorecard for strategic planning. Finally, the report offers recommendations, including reducing operating costs and strategic pricing, to enhance ITC's competitive advantage. The report references several academic sources to support its findings.

MANAGEMENT ON
INDIAN TOBACCO
CORPORATION LIMITED
(ITC LTD)

OVERVIEW OF INDIAN TOBACCO
CORPORATION LTD
• The concerned company is recognized as an Indian company
that is multinational conglomerate in its nature of operation.
• The same is headquartered in the land of Kolkata, India.
• Established in the year of 24th August 1910 and was named
as Imperial Tobacco Company of India Limited (Kalsie and
Arora 2017).
• In the present time, the company is recorded to stand
rechristened as “ITC Limited”.

EVOLVEMENT OF ITC LIMITED
• The existence of the company is known to be
introduced humbly with a lease office in the area
of Radha Bazar Lane, Kolkata.
• The 16th birthday of ITC Ltd is recognized to be
celebrated on the date of 24th August, 1926. The
same was performed by purchasing a plot of land
in the area of 37, Chowringhee (at present J.L.
Nehru Road).
• The company is significantly known to mark the
booming start of a long as well as an eventful
journey concerning to the future of India.
• Two years later in the year of 1928 the company
got headquartered in the building named as
Virginia House and became one of the most

ORGANISATIONAL STRUCTURE OF ITC
LTD

CULTURAL ASPECTS
OF ITC LTD
• Individual Initiative is provided to the employees working under
ITC Ltd (Babu and Kinkhabwala 2019).
• High level of support from the senior level management not only
towards the employees but also their families.
• The company has an effective as well as high level of identity in
the business market of Tobacco.
• The company is known to offer high tolerance as well as newer
and innovated divisions of work in the concern of averting the
aspect of conflict tolerance.
• The level of independence provided to the employees is
recognized to be a higher paradigm.
• ITC ltd is known to work under effective degree of integration
(Datta and Sanyal 2016).
• Due to the synergy of high level of competency in the business
market, the concerned company is also known to have a higher
degree of control over the same.

CAREER PROSPECTS FOR STUDENTS
IN ITC LTD• Engineer Executives
• Manufacturing Executive
• Junior Technical Associate
• Area Sales Executive
• Logistics Executive
• Trainee Engineer
• Medical Officer
• Senior Area Executives
• Marketing Manager
• Assistant Manager
• Human Resource Manager
• Deputy Manager
• Senior Accoutant

ITC LTD AND
INNOVATION
• The synergy of innovation is considered to be the elixir of the
growth in a company concerned to the competition prevailing in the
business market (Johnson and Chvala 2017).
• The concerned company has crafted the innovation challenges with
its business strategies.
• ITC Ltd is known to pursue a 360-degree approach in the concern of
encouraging and enabling innovation in the processes of company
(Benbrahim et al. 2017).
• A three-tier structure concerning to the governance is formed with
the board of the directors of the company.
• The company does not only focuses on the principle of distributed
leadership, but also focuses on creates a business structure that
derives the synergistic value from the diverse business
management of the same.
• The company focuses on innovating its products concerning the

ITC LTD AND ITS COMPETITIVE
STRATEGIES
• Effective and in-depth consumer insights.
• Cutting-edge synergy in the methodology of
Research and Development.
• Transformed capacity in the aspect of product
development.
• Efficient capacity in brand building.
• World –class manufacturing infrastructure.
• Significant as well as extensive linkages in the
rural areas.
• Better trade marketing as well as distribution

USE OF BALANCE SCORECARD
• ITC Ltd can use the synergy of balance scorecard
for letting the entire organisation focus on the
key plans and processes that would help in the
creation of the breakthrough performance level
in the firm (Corsi and Neau 2015).
• The balance scorecard can be used in the
integration of the various programs related to
the corporate sector.
• The use of balance scorecard will help the
company to break down the strategic measures
that is concerned towards the lower level
management.
• Balance score card can be used in the concern

RECOMMENDATIO
NS
• Reducing the operating costs would
add effectiveness to the
competitive advantage of ITC Ltd
(Pingali et al. 2019).
• As the market is known to have
price-sensitive customers, therefore
the pricing system of the products
should be planned in a strategic
manner (Chernev 2018).
• Increasing the focus towards the
aspect of providing extensive
services to the potential
consumers.

REFERENCES
• Babu, V. and Kinkhabwala, B., 2019. Was an untapped “skilling” opportunity ignored?
Integrating CSR initiatives to bridge the skilled manpower gap. Worldwide Hospitality and
Tourism Themes, 11(1), pp.37-53.
• Benbrahim, C.F., Sefiani, N., Meddaoui, A. and Reklaoui, K., 2017. Assessment of human
resource competence and performance indicator. International Journal of Process
Management and Benchmarking, 7(1), pp.20-37.
• Chernev, A., 2018. Strategic marketing management. Cerebellum Press.
• Corsi, P. and Neau, E., 2015. Innovation capability maturity model. London: John Wiley &
Sons.
• Datta, S.K. and Sanyal, S.N., 2016. Integrated Marketing Channels. In Strategic Marketing
Management in Asia: Case Studies and Lessons across Industries (pp. 403-424). Emerald
Group Publishing Limited.
• Johnson, W.C. and Chvala, R.J., 2017. Why Total Quality in Marketing. In Total Quality in
Marketing (pp. 1-26). Routledge.
• Kalsie, A. and Arora, A., 2017. Comparison of Price Multiples using DDM, DCF and Current
Market Multiples of FMCG Companies. Sumedha Journal of Management, 6(4), pp.13-36.
• Mitra D. R., 2019. Enhancing customer satisfaction using Kaizen: a case study of Imperial
Tobacco Company (ITC). Journal of Advances in Management Research.

THANK YOU..!!