Tyre Asia April/May 2018 65
The leadership in India will be possible by being a full
range player and addressing all segments of the Indian
market. The full range play allows for penetrating
deeper into the already strong distribution that we have
in India.
With the Hungary plant coming on stream, we have
now started supplying to some of the leading OEMs in
Europe, which is likely to give us further growth in that
market. We have also recently put a team in place for
the North American market, who, along with the R&D
Team, is working on the products to suit the US market
requirements.
The volatile raw material prices continue to be an
economic challenge for our business. On the social front,
meeting the growing needs of the community where we
operate, and all stakeholders at large, will always remain
a challenge for us.
From Apollo’s first manufacturing plant
in India in 1977, you have expanded
to set up the European commercial
production facilities in 2017. When you
look back at the past 40 years, what
are the key factors that you think have
contributed to building a customer-
centric company?
One of our key values within the organisation is
‘Customer First’. This refers to our belief that our
customers, whether external or internal, are central to
everything we do. Apolloites are asked to take care of
even small details to ensure a delightful, safe and high
performing product experience for its customers.
In addition to our Sales and Customer Service Teams
visiting and meeting the customers on a regular basis,
the Presidents of the respective geographies also make
sure that they meet the customers personally during
their visits to different locations. This helps in getting
the necessary feedback on our products, and also on the
processes followed by the team.
Global reach
Your market reach has touched more
than 100 countries worldwide. What
are the retailing strategies that are
contributing to building a network of
successful business across geographies?
Building the Apollo Brand, as a company and at product
level, is a key strategic lever for our growth across
geographies. Campaigns along with Manchester United,
and on dimensions of CSR and OE partnerships, are
being used to promote the positioning of Apollo Tyres
as a corporate, whereas the product verticals speak
more directly to consumers and customers on why they
should choose Apollo or Vredestein.The modern retail is another very important aspect.
Given the shape, size, location, category and other
variables, a range of modern retail solutions are offered,
especially in India – Super Zone, Zone, Point, Corner
and on the similar lines, different variations to extend
our rural outreach.What is the motivation that spurred
you to acquire the premium brand
Vredestein that – at the time of
acquisition – had raised doubts among
the investor community about its
feasibility? How has been the European
foray challenging and what are your
future plans for the continental market?The acquisition of Vredestein Banden B V (since
renamed Apollo Vredestein B V) in 2009, has been the
most successful one for us. This acquisition became the
launch-pad for brand Apollo’s entry into the challenging
Europe market, and to some extent, into US as well,
where Apollo Vredestein has a small presence.
With the increasing demand for both Apollo and
Vredestein brand of tyres in Europe, we put up a
greenfield facility in Hungary, to complement our
existing facility in the Netherlands. With the Hungary
plant coming on stream, we have started supplying to
some of the leading OEMs in Europe, which will give
further growth to the organisation going forward.What is your corporate social
responsibility agenda that emphasises
environmental sustainability and social
development? Can you elaborate on this
programme for various geographies
where you operate?
The CSR activities of the company, under Apollo
Tyres Foundation, are categorised into two verticals- Environment and Social. HabitAt Apollo is the
umbrella environment initiative, which showcases
Apollo’s commitment towards ensuring environmental
sustainability by inculcating eco-friendly behaviour,
resource conservation and green thinking in the
people. Within HabitAt Apollo, we undertake several
projects under Biodiversity Conservation and Waste
Management.
Recognising the importance of our stakeholders and
the society we operate in, we also undertake Health
and Community Development initiatives with the focus
on sustainable development. Under Health category,
the company primarily focuses on HIV-AIDS awareness
and prevention for the trucking community and
operates 27 Health Care Centres across some of India’s
busiest transhipment hubs. Community Development
programmes entail social or economic development
needs like primary education, income generation
and women’s empowerment, around the company’s
manufacturing locations.O
ur R&D is working with various
research institutes and universities
towards development of technology.
Noise reduction on tyres, new generation
materials that can support low rolling
resistance and development of advanced
simulations are on active list of priorities