You are here » Home » Companies » Company Overview » S H Kelkar & Company Ltd

S H Kelkar & Company Ltd.

BSE: 539450 Sector: Industrials
NSE: SHK ISIN Code: INE500L01026
BSE LIVE 15:40 | 18 Aug 253.65 -3.25
(-1.27%)
OPEN

253.70

HIGH

255.20

LOW

251.35

NSE 15:42 | 18 Aug 252.35 -4.15
(-1.62%)
OPEN

256.50

HIGH

256.50

LOW

250.20

OPEN 253.70
PREVIOUS CLOSE 256.90
VOLUME 8274
52-Week high 361.90
52-Week low 244.50
P/E 52.84
Mkt Cap.(Rs cr) 3,668
Buy Price 0.00
Buy Qty 0.00
Sell Price 0.00
Sell Qty 0.00
OPEN 253.70
CLOSE 256.90
VOLUME 8274
52-Week high 361.90
52-Week low 244.50
P/E 52.84
Mkt Cap.(Rs cr) 3,668
Buy Price 0.00
Buy Qty 0.00
Sell Price 0.00
Sell Qty 0.00

S H Kelkar & Company Ltd. (SHK) - Chairman Speech

Company chairman speech

It took us nine decades to reach the C1000 crore-revenue milestone. We expect toachieve more than six times this growth in a decade.

I am proud to present our first annual report as a publicly-listed organisation.

It would be a reasonable assumption that a number of our shareholders would want toknow our vision direction and destination.

The principal statement that I wish to make is that we expected to achieve our‘1000/100’ target (C1000 crore in turnover and C100 crore in profit after tax)at the earliest in pursuit of our goal of $1 billion in revenues within a decade. In sodoing we expect to outperform the various markets of our presence and emerge as one ofthe ten largest fragrance companies in the world.

Our rich experience has translated into attractive results. Having spent nine decadesin the industry we account for the largest share of the fragrance segment and are in theprocess of emerging as the country’s biggest fragrance organisation.

The challenges in extending from a domestic presence to a global one are considerable.Since each country has its distinctive olfactory preferences there is a premium on theneed to understand that market from the ground-level up. This requires patient planningprudent capital allocation and the on-field deployment of professionals so that they canengage directly with clients instead of attempting to service them remotely.

Besides with consumer preferences evolving in line with the localised dynamics oftheir respective geographies it is imperative for us to be keenly aware of what istranspiring in each of these verticals from a grassroots perspective. We believe that thiscollaborative engagement – interacting regularly with our customers – is theonly way to grow our international presence in a sustainable way.

My optimism stems from a number of realities.

One our growth appetite. I often describe our Company as a 94-year-old start-up.We possess an attractive combination of a nine-decade long presence along with a youthfulmanagement team. We expect that this should translate into at least another three decadesof relentless progress.

Two our knowledge bank.

We possess nine decades of distilled understanding of diverse consumption preferencesacross India the world’s fastest growing economy. We believe that by extending intocountries that enjoy demographics similar to India we would be extending our rich productlearnings into these geographies – understanding customer needs and responding withunique and customised fragrance offerings. We believe that this vast body of knowledgecannot be replicated overnight by competitors translating into a decisive competitiveadvantage.

Three our inherent preparedness.

Ever since the 2010-11 fiscal we have been continuously reinventing our personality– by revamping our recruitment and engagement policies by bolstering our SAPbackbone by ensuring access to adequate capital and becoming a listed company. We believethat we have emerged as a more agile globally-benchmarked organisation with a solidscalable and sustainable foundation which should translate into year-on-year growth.

Four our engagement philosophy. We embrace small companies as an opportunity. Wedon’t just sell products; we engage in product co-creation. Our focus is not how muchmore we can sell but rather how we can empower our customers to carve out larger marketshares. The result is that we do not position ourselves as just another vendor; we havebeen positioning ourselves as a partner indispensable to their success.

We could have selected to remain the big fish in a small pond complacent with ourmarket share and moderate year-on-year growth. By extending our time-tested approach tothe international markets we would be extending our rich customer understanding to thosegeographies for the first time and accelerating our revenue accretion.

Ramesh Vaze Managing Director