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“A study on marketing strategies of

different Products of HUL Ltd.”

(2008- 2010)

Under the Guidance of: Submitted By

Mr. Prashant Sharma Ravindra Kumar
(Project , Guide) MBA IVth SEM
Roll No. 0807470066



I Ravindra Kumar Student of MBA IV SEM hereby declare

that this research report is an original work done by me

independently and or any part of this work has not been

published for the award of any other Degree or Diploma.

Project I herby that the report” titled “A study on

marketing strategies of different Products of HUL

Ltd is the requirement of the M.B.A.,DIMS, Meerut is my

own efforts information furnished in this research report,

is true to the best of my knowledge.

M.B.A. VI Sem
Roll No. -0807470066


In the process of completing this project Marketing Strategy of HUL. I

have received cooperation from many quarters.
I express my sincere gratitude and indebtness to Mr. Prashant
Sharma, Faculty of MBA , DIMS, Meerut. for giving me an
opportunity to enhance my skill in the field of my project. I am thankful
for his guidance, patience and consummate support. He came to our help
when it counted and I extend my heartiest thanks to him form
enlightening my path. Without his sincere advice this project has been
Moreover, I would also like to acknowledge my profound sense of
gratitude and indebtness for Dr. Gaurav kaushik (H.O.D. MBA Deptt.)
for his cooperation, guidance, support and precious suggestions that
motivated me to complete this project.
I would also like to thank Dr.J.C.Panth (Director ) Dewan
Institute Of Management Studies Meerut, for his gem guidance.
I also feel greatful and elated in expressing my indebtedness to all
those who have directly or indirectly helped me in accomplishing this
research work.

With Regards,

Ravindra kumar
Master of Business Administration


1. Introduction……………………………….. 4
2. Objective…………………………………....6
3. Methodology………………………………..8
4. HUL- Brief History…………………………10
5. HUL- Advertising Strategy…………………12
6. Personal Products …………………………30
7. Food & Beverages……………..…………. 44
8. Financial News…………………………….56
9. Press Releases……………………………..60
10. SWOT Analysis……………………………70
11. Limitation…………………………………..73
12. Suggestion & Recommendation……………76
13. Conclusion………………………………….79
14. Bibliography………………………………..82



The Company being selected for study under this project report is Hindustan Unilever
Ltd; The number one FMCG in India. It can be said beyond any doubt that HUL is an
undisputed leader in FMCG products in urban as well as rural area. HUL caters to 850
million people in India which becomes 85% approx. of the total population. Hence the
study of HUL can give us a wide knowledge in the fields like successful
implementations of marketing strategy in urban and rural India cutting across so many
7 cultural, social, regional, religious, linguistic barriers.

Hindustan unilever Limited (HUL) is India's largest fast moving consumer goods
company. It is a leading player in home and personal care products, foods and
beverages, and speciality chemicals.

What differentiates HUL?

The product portfolio with its wide range of products sets HUL apart! It has achieved
market leadership in soaps and detergents (Surf) as well as hair and skin care products
(Sun Silk, Dove, Hamam). It is the second largest manufacturer of dental care
products (Close-up, Pepsodent). HUL is also market leader in tea (Taj), processed
coffee (Bru), ice cream (Kwality-Walls), tomato-based products (Kissan), jams and
squashes (Kissan), and branded staples (Kissan Annapurna).

The leading business magazine, Forbes Global, has placed Hindustan unilever at the
top among the best consumer (household) products companies worldwide for the
current year.

With a plethora of brands, Communication becomes imperative.

Every company has to communicate the presence of its products to capture a large
market share. How does a company do that? There are many tools that a marketer can
use: advertising, hoardings, radio, television and internet ads! What’s missing is the
freebie! Is sales promotion only made up of ‘atta free with soap’?




♦ To have an overall knowledge of how marketing of products with regard to

FMCG sector takes places with reference to HUL.
♦ To map the market share of HUL in he Indian FMCG market.
♦ To study the different products offered by HUL.
♦ To study the marketing strategies and public relations of HUL.



The information obtained for the study is from secondary data sources. Secondary
data comprises of information obtained from annual reports, journals, brochures of
different FMCG company’s. It also includes organizational manuals and other
important documents maintained and published by various FMCG companies.

It also includes information collected from websites, business magazines, business

newspapers etc. Moreover it also contained information’s collected from the various
pamphlets published by different FMCG companies.



The company was incorporated on 17th October, 1933 under the name of Lever
Brothers (India) Pvt. Ltd. (LBIL). It set up its manufacturing units in Bombay and
Calcutta an associated company viz., Hindustan Vanaspati Mfg. Co. Pvt. Ltd. (HVM),
was earlier incorporated on 27th November 1931 which set up a vanaspati factory in
Bombay. Both LBILK and HVM were wholly owned subsidiaries of Unilever Ltd.,
London, U.K. HVM later acquired three more vanaspati factories at Shamnagar (West
Bengal), Tirchirapalli (Tamil Nadu) and Ghaziabad (U.P) In order to market the toilet
preparations manufactured by LBIL or imported from Unilever companies, a
marketing company under the name United Traders Pvt. Ltd. (UTL) was incorporated
on 11th may, 1935 as a wholly owned subsidiary of LBIL. In 1944, the management
of LBIL and HVM was integrated. In November 1956, HVM and two small
associated companies viz. William Gossage & Sons (India) Pvt. Ltd and Joseph
Crossfield & Sons (India) Pvt. Ltd., which were wholly owned subsidiaries of
Unilever Ltd., were amalgamated with LBIL and the name was changed to Hindustan
Unilever Ltd. From 23rd October, 1956 activities of UTL were taken over by its
holding Company LBIL. With the amalgamation of business under one company,
Indian capital was introduced in this integrated business in 1956. HUL has been
growing very rapidly, especially in 1996 the growth was 88.6% HUL became the
second private company in India after Reliance Industries to cross the Rs 10000 crore
mark in 1998. At present it’s valued at Rs. 11764.31 crore.1 Its rapid growth has given
HUL place in the top 5companies regularly in annual BT-500 survey. This huge
success has come due to:-
 Merger with Ponds India Limited
 Launch of 40 new products
 Doubling of rural distribution network from 50,000 to one lakh villages




Corporate communications and public relations for building image can truly be
looked upon in the context of global business and marketing as a subject about which
many professionals hold firm views, but know surprisingly little about. Some see it
as a menace, as an expensive flag waving exercise which their company can easily do
without. Others regard it as a myth, arguing that publicity by of virtue its obvious
nature, cannot hope to change perceived images in people’s minds. At the other
extreme are those who view corporate communications (particularly advertising as a
magic formula and an instant panacea for every corporate ill. In reality it is none of
these things. it is in fact, a management tool to influence the outside world-the target
group. So, the real significance of building corporate image lies in preparing and
consolidating a sound global consumer base.

Every company wants to have a favorable image in the global market. In case of
HUL also, image-building plays the most important part in determining its marketing
strategy. Building corporate image is concerned with building confidence and
credibility by helping your target group understand you better. Familiarity in this case
normally improves acceptability of who you are and what you are doing. Ignorance,
on the other hand, can lead to mistrust, or even contempt in some situations.
Corporate image is built through more than one strategic means, and often a
combination of activities. For instance-

1. Advertising —corporate and even product

2. Public Relations—external and internal
3. Media Relations —especially the Press
4. Customer and Supplier Relations
5. Community Relations — good corporate citizenship

As India transits from a shod age-driven economy to a one propelled by competition
the reputation and image of a company like HUL will make difference between
whether it rules the market or merely rues it. Corporate image is what enables HUL
to hold its own against rivals like IPCL And Haldia

Good corporate image can be built if you treat it like one of the Ps’ of marketing—
the fifth ‘P’ stands for Performance’ —professional corporate performance, doing it
the right way the first time. It’s in this regard that creativity in PR comes to have a
lion’s share in the entire process of corporate image building.

Creativity in PR means more than just pretty pictures and good copy. It is building
image with activities, which generate all-round impact and visibility for the company.
‘What’ and ‘How’ is the task here. Creative corporate advertising, is one route.

With respect to positioning similarly, the image communication and image building
activity must to able to find a right niche in the minds of the target group. The ‘quality
of the message, and activity, is vital for this.

Companies which benefit most from corporate image are those who take a long-term
view and commitment towards communication and the image of their organisation
through it. HUL can be presented as a striking instance of it.

Image and Identity

There may be nothing new in saying that the corporate image is in the eye and the
mind of the receiver. Yet it is worth saying again and again. An organisation
transmits, on a sustained basis, messages to publics. It is the reception of the message,
which goes to create the intended image. In other words, corporate communication is
the process that translates an identity into an image. Again, in brief, corporate image
primarily refers to the image that a company has acquired with the public whereas
corporate identity refers to the image a company strives to achieve, in order to build to
build a reputation with its publics.

In this context, decidedly, every company like HUL needs a mission. The mission is,
in fact, a framework for business and all its activities, the value that drive the
company to achieve the corporate goals. No less important is the belief the company
has in itself. The mission is the glue that holds the company together. Here, the PR
and its communication strategies come into distinct focus. If the mission and the
objectives of the organisation have to succeed, the corporate body must communicate
short-term goals, long-range objectives and even the total mission of the organisation.
Inadequate communications result in an ambiguous corporate image within as well as
outside and lead to breakdown in the co-ordination of all contributing elements in an

Dare To Think Beyond Advertising….

In present situation to address the "The soprano problem", advertisers resort to
shadow advertisement where the products become endemic to the setting of the show.
Where the products are shown being consumed or brand name is exhibited in the

In India, the first shadow advertisement was used in movie "Bobby" where
motorcycle "Rajdoot" was advertised. Recently, there was shadow advertisement of
Coca-Cola in Hindi blockbuster "Kaho Na pyar hai". But the problem with shadow
advertisement is that positioning message of the product can't be conveyed to
consumers. Hence, the concept of shadow advertisement can be extended further so
that the theme of the advertising would become endemic to entertaining show. This
would be no more exclusive advertising. Rather, advertising will be a part of the
entertainment. But this has to be done in a delicate manner so that the information
about the product is passed on to the viewers without disturbing the entertaining
element of the show. If this succeeds, that would be a great break-through for
advertisement. Even this should not be called advertising anymore, as that has become
an irritating word in the mind of the audience. Even though advertainment seems
quite close to it, but it would be more evolved. Since in advertainment we try to
advertise and entertainment comes with it. But in the recommended solution Hul
wants to entertain the audience only and advertisement is an integral part of the show.

The major question would be, whether the audience would be able to comprehend the
hidden positioning message? Here are few examples on how to make the positioning
message integral part of the show. Hul have programmes like "Antakshari" in which
participants take part in groups. The groups can be named after some brands and the
participants would be projected as such that they would be personification of brands.
Suppose one group is named Lux, the participants are expected to be beautiful
women who stand for Lux. So this can be done for many programmes, which has
format like this. Suppose HUL produced a soap opera and the dialogue of the
characters at some point would be focussed on the products of HUL. Of course the
context has to be right and should be very much along the script not that it would
destroy the element of entertainment. Hence the major challenge would lie before
scriptwriter and director. Even a particular character of an opera becomes very
popular as the opera becomes very popular. Hence building such character, which
would personify the brand and both the character as well as the brand would grow in
due course of time. However even if time constraint is removed, course content
constraint comes in. But the scope of story telling is far greater. Attention grabbing
will be replaced with attract attention and no zipping/zapping problem. Audience will
be more receptive and comprehension of course would be dependent upon how it is
executed. Practicability of the idea would be tested when it will be implemented.
Hence unless it is tried and tested it can be concluded that whether it will click or not.
Let's take the example of Coca-Cola, the scriptwriter would be creating situation in
each episode of a family soap where there would be opportunity to celebrate and drink
coke! To give another example, a multi utility vehicle with safe driving positioning
plank could have exploited the plot of the recent movie "Road".

If this concept clicks, there would be nothing like it for advertisers. If it happens, in
future big advertisers like HUL would be diversifying to entertainment business! Of
course the ad budget of HUL is far bigger than the total budget of many entertainment

Irrespective of whatever positive points or negative points it has, this concept can be
tried for programmes aired in pay channels simply because there is no other

alternative to advertise during the programme. Besides it is expected to solve the other
problems those are discussed above. Advertisement would be no more the
troublemaker and irritating. Hence catching attention would be much easier. Only
testing of this idea could help us to conclude whether to roll out from the concept
from programmes of pay channels to programmes of free channels.


According to the American Marketing Association, Chicago adverting is “any paid

form of non personal presentation of ideas, goods and services by an identified

Advertising is a form of persuasive communication with the public.

The communication is usually one-sided from the Advertiser to the public
The object Advertising are :-
(1) Inform customers of the goods and services.
(2) Brings out the product use P’s
(3) Calls for or invites people to buy the product
(4) Mass communication
(5) Attract attention
(6) Lousing interest
(7) Building desire
(8) Obtaining action.
The Frozen Products Division of HUL follows the adversing procedures laid down
by the company. The advertising agency also adheres to the company norms. A clear
sequence of activities is followed. This has been outlined below:
1. Usage and Attitude Study – Before a new product or advertising idea is
involved, a complete quantitative research study is carried out in order to

fully understand the needs, wants, preferences, purchases and consumption
habits of the target segment. The results of the study typically point out any
opportunities that can be exploited in terms of unsatisfied consumer needs.
On the basis of the above results, a new product or advertising concept is

2. Concept Testing –Once the new concept has been thought of, it goes into
qualitative research. This qualitative research primarily focuses on testing the
acceptance of the concept by the target segment as well as the evolving of an
appropriate positioning plank. The positioning could be attribute, cost or
benefit based. Based on consumer feedback, an appropriate positioning
platform is determined.

3. Agency Brief –Once the concept testing is successfully complete, the Brand
Manager prepares a brand positioning statement. This is a description of the
brand and includes the product description, likely brand name, category,
name, variants (if any) and key brand benefits (sensory, functional and
emotional). An agency brief is then prepared for the Agency, which includes
the BPS as well as answers to the following questions:

- Why do we want new advertising?

- Whom are we talking to?
- What is the benefit to be perceived by the consumer?

4. Animating Testing: The storyboard is developed by the agency. After this has
been approved by the client, the animatics go into testing. These are
advertisements made from frame-by-frame shots of the storyboard with
appropriate music/dialogue/voice over. This is more economical when
compared to shooting the actual advertisement. The animatics are shown to
the sample audience for feedback and frame-by-frame analysis. The name,
product design, ambience, music and overall purchase intention after viewing

the advertisement are measured. Brand personification may be included. If
the results are positive, the advertising concept is frozen.

5. Media Brief – This is given to the media planner and is similar to the agency
brief. However, it includes media vehicles desired required awareness,
frequency (number of exposures) and reach (% target segment who should
view it).

6. Post Launch Dipstick –After the advertisement is released, a post-launch

study may be conducted in order to gauge advertising effectiveness. This is
typically conducted among users as well as non-users. It measures advertising
recall, awareness of the advertisement and the brand, intention to try after
viewing the advertisement overall purchase intention, etc.

“ Public relations practice is the deliberate planned and sustained effort to establish
and maintain mutual understanding between the organisation and its publics”.
By :- Institute of Public Relation (British) 1948.
To understand the definition better it in important to know as to who does the word
publics refer to.
Public are -
: Shareholder
: Customers
: Employees
: Trade Unions

Public Relations
Here we try to identity the distinguishing factors between Advertising and public
Advertising is a commercial persuasive activity aimed at promoting a particular idea
or a viewpoint product, or service, institution and so on through the mass media.
As refined by the British Institution & Practitioners of Advertising:-

“ADVERTISING presents the most persuasive possible selling message to the light
prospects for the product or service at the lowest possible cost on the other hand “.
Public Relations demands more time and effort than advertising because advertising is
limited to special selling and buying tasks. For advertising the basis jobs of
conceptualizing , producing, space buying etc. Can be delegated folly to agencies
whereas such total hiring of agencies for absolute Public Relation functions cannot be

Public relations is a long-term policy measure and is not built overnight. It is also not
free of cost, it is built over a period of time.

“With public opinion against it nothing can succeed”.

“With public opinion on its side nothing can fail”
- Abraham Lincoln

Public relations, taken as a component of management discipline, is of comparatively

recent origin. As a concept, it was critically evolved in business and industry and
subsequently spread to other areas of human activity. Applicability of this profession
in government and public institutions like corporations, municipalities, universities,
hospitals, social service organisation and professional institutions it truly immense.
Admittedly, even before the emergence of industry, business and government, a
public relation was in practice in people’s daily life. In effect, a public relations is the
result of the action inherent in an individual, an institution or an organisation.

Public relations is never a private monopoly of PR practitioners. In fact, members of

an organisation, and especially those in leadership, management and supervisory
positions have a PR role to play and often even singularly. People adept in the art of
public relations stand better chances of success and survival since they can always
find areas of mutual interest. They also use modern methods of communication and
persuasion which go a long way in establishing mutual understanding based on truth,
knowledge and complete information.

It may be useful to begin by first getting out of the way certain popular notions which,
as with many popular beliefs are either without any basis in reality or at best express
only half truths. For instance, PR men are regarded by some to be fixers, a breed of
people who will wangle things for you by the most questionable methods. There is
also a popular idea that PR men spend most of their time winning and dining, using
for the purpose fabulous expense accounts they are supposed to have access to. While
no one can prevent a charlatan from posing as a PR man or styling himself as a PR
consultant he is no more a tine practitioner of PR than a quack selling magic remedies
by the wayside is a physician. How deep-seated such popular misconceptions about
PR can be reflected by the fact the even now one comes across articles published in
well-known papers and journals airing such naive ideas about PR

Again, PR is sometimes confused with publicity. Publicity is certainly one of the

instruments of PR but is would be as wrong to equate publicity with PR just as it
would be to equate the stethoscope with the practice of modern medicine. To
continue the analogy, PR seeks to diagnose the ills of an organisation in its relations
with the public or any segment of the public, it prescribes remedies and proceeds to
administer them. It then keeps a watch on the patient to see whether the remedies
prescribed are producing the desired effect so that the medicine can be changed if
necessary after evaluating the results. Again, as in medicine prevention is considered
more important than the cure, PR believes in maintaining the good health of the
corporate body -so that drastic remedies and bitter pills may not have to be swallowed

Analogies may be useful in giving a general idea but can never be as precise as a
definition. PR which is now a well-established discipline therefore needs to be
defined so that we may be clear about what we are discussing when we talk about PR.
It is ‘the attempt by information, persuasion and adjustment to engineer public
support for an activity, cause movement or institution. ‘Public relations as and
applied social and behavioral science is that function which - measures, evaluates and

interprets the attitudes objectives for increasing public understanding and acceptance
of the organization’s products, plans, policies and personnel; equates these objectives
with the interests, needs and goals of the various relevant publics; and develops,
executes and evaluates a programme to earn public understanding and acceptance.

Public relations today is still a very underdeveloped field. It is growing in
prominence and has started showing results in various sectors of corporate India.
More and more companies are making use of PR to solve their problems and increase
their overall corporate equity. The entire process needs a closer look.
To gauge the effectiveness of PR in HUL over the last decade it is necessary to
examine its function and overall areas of applicability.

Social Responsibility of Business and Introduction

The need for PR arises also from the responsibility that an organisation owes to the
society, which nurtures it and enables it to function and operate. No organisation,
leave aside a modern business organisation, can function in a vacuum. It flourishes
only because a particular kind of social environment exists. This environment is often
taken for granted but in times of social turmoil when normal conditions are disrupted
the dependence of the organisation on the social environment is brought home
sharply. How often have we not seen during periods of national strife or serious
political instability leading to a break down of law and order that business comes to a
standstill? While these may be extreme examples they illustrate the fact that without
the right social environment no business can exist. Thus every business organisation
has a stake in the social environment and must contribute its mite towards its
continued existence and improvement.

A business organisation’s responsibilities to society cover a wide area. They range

from its responsibility to supply quality products at a reasonable price and to ensure
that it reaches the consumer at the right time and place to its responsibility to
contribute to the development of the ‘Infrastructure, to the realization of national
objectives and to the identification of its interest with the vast population of the

country in which it operates. The world over business organisation which are forward
looking and farsighted are trying to make a contribution to social causes apart from
achieving their immediate and ultimate ends of producing goods for sale and
marketing them at a profit. Such contributions can range from grants to universities,
scholarships of various kinds, aid to hospitals and charitable institutions to actual
involvement in projects of social significance. An organisation in the USA sponsored
a research fellowship to discuss the causes of student unrest and to find solutions to
the problems of tension in the campuses. In India too there are business
organizations, which are aware of their social responsibility and have made an effort
to discharge it in accordance with their resources and the needs of the situation.
Studies on the extent of industrial pollution and ways and means of combating it,
Involvement in family planning programmes, development of low cost nutritious food
for the poorer sections of the people, studies on the causes of a State’s decline and the
steps needed to restore it to health are some examples of social responsibility in
corporate behaviour as practiced in India in recent years. But there is little doubt that
instances of such conduct are few indeed in relation to the enormity of the problems
facing a country as vast as India with a burgeoning population a large part of it living
below the poverty line.

PR and Environmental Path of HUL

The present generation has, quite understandably, made the environment a focus of
attention. With growing environmental awareness, there is now a clear perception that
our activities affect not only the air we breathe, but even the air which regulates our
climate. More importantly, uncontrolled activities cannot be sustained without loss of
plant and species, natural habitats, coast and hinterland and the decay of buildings,
places of natural beauty or historic interest. Hence, the need for a genuine
commitment to sustainable development which is integrated with the national policy
on industry, energy, transport, trading and planning.

In the above context, public relations professionals are well placed to direct attention
to environmental issues and can make a unique contribution to public and professional
debate, and to environmental education. In fact PR has to live up to its environment

education. In fact PR has to live up to its environmental responsibilities even when
clear, universally agreed targets are still lacking in many issues. The responsible PR
person must ensure that his organisation is greener than green on all the major issues
according to current opinion, demonstrate to the world at large that this is so, and, for
the future, help form opinions and set the standards for the organisation’s own as well
as the common good.

In a nutshell, environment is now a corporate concern and today’s PR persons have to

build up comprehensive communication programmes, internal as well as external,
which involve listening just as much as talking.

Now, environment is no more just a slogan, it is a key consumer issue.

PR today must:
* Understand ‘green’ issues and recognize the social responsibility of business.
* Make environment matters a priority.
* Consider the environmental impact of the company’s actions.
* Avoid pollution of any kind.
* Encourage environment audits to determine what the organisation has done
and is doing in relation to the environment.
* Ensure recycling of wastes.

Social Responsibility as Public Relations at HUL

A citizen’s role extends beyond his or her call of duty. A responsible corporate
citizen needs to look beyond the financial numbers of sales and profit growth, from
year to year.

HUL is committed to the development of the community around its manufacturing

complexes. Over the years, HUL has not just supported communities financially, but
has worked towards providing people with skills to earn a sustainable livelihood.
HUL’s long-term aim is to raise economic standards of these communities, through
self-sustainable measures.

PR Role in Image and Identity
It is true that corporate image concerns the industrial marketer directly as brand image
is crucial for the consumer market. The ordinary consumers, while oblivious of the
name of the manufacturer, can easily identify the brands of consumer products.
Repeat this test for industrial goods : the same respondents are aware of the name of
the manufacturers but many won’t be able to name the industrial products.
Interestingly, a third set of organisation would be known both for their industrial or
consumer products as well as for their distinct corporate image. Where does corporate
PR stand in these diverse settings? Although easier desired than achieved, PR
attempts to create the desired image by its involvement in all the factors of corporate
identification programmes.

A government relation has two facets to it. Firstly, the PR for the government (as an
organisation) and Secondly, PR with the governments as the target group. Both are
important and very needed by corporations.

Public relations for the government involves mobilising public support for
government’s activity, for instance, family planing, control, environmental protection,
beautification of cites, etc. the company generally sponsors some of these activities by
providing monetary help or other resources. The basic objective of the company is to
build relations with the governments, and also help for the good of the community of

Public relations with the government involves keeping the government—politicians

and bureaucrats—on your side. It envisages maintaining good links with the
government, which will be of benefit to the company in its overall business plans and
operations. Public relations with the government in some ways is quite difficult and
demanding. It requires special planning and efforts for the organisation to be
successful. A government, local or national, comprises many ministries, departments,
individuals and personalities. Public relations people have to acquaint themselves

with the working of the government, and the intricacies and people involved at
various levels, and then handle things accordingly to be able to achieve what they
have set out to achieve.

The government should not be looked at as an adversary. In fact, you should make all
efforts to help the government and support its activities and policies as far as possible.
Government leaders must be kept informed from your side about the organisation’s
activities and policies—especially those which are contributing to the welfare and
development of the state or the nation. Such relations will be mutually beneficial in
the short-term and the long-term. Corporations should, however avoid getting
involved with politics and political issues.

Media relations Is a vital tool in PR. A large amount of communications and PR are
conducted through the media—especially the Press. When a company gets media
coverage, it is not always flattering. Business is always vulnerable to attacks by the
media. Media can often aggravate problems—especially crises. As in the case of
Union Carbide and HUL a few years ago. Hence, media, particularly the Press has to
be handled very carefully. The media must be kept on your side. All efforts must be
made to ensure this strategically. It takes years to build a good image, but to destroy
it you need just a few bad reports in the media.

It is important to build a working ‘rapport’ with the media. You cannot afford
unnecessary reactions and distortions. If you do go to the media then always go with
a strategy—be selective in the choice of media, use only influential media (especially
publications in the Press), do not spread your communication too thin, go for quality
rather than quantity. Selective and in-depth coverage is what you must aim at, as it is
more effective and produces the desired results. let your communication be complete
honest, and backed with hard facts. The organisation must be able to live up to its
claims and promises in media, otherwise you can be in for further problems. The
efforts made by HUL in this respect have been orchestrated well to build image as
well as to counter negative publicity.

With the growth of the Indian economy and the business sector, management of
financial promotions and PR has taken on a new dimension. HUL is making special
efforts to ensure the goodwill of their shareholders, investors, financial institutions,
and the rest of the financial community. This is being done in the mass media and
specialised media ranging from annual reports to special brochures to audio-visuals,
video films, and even corporate advertising in the Press and television.

The main target group of a company in financial PR is its shareholders and potential
investors. They have to be given information they are entitled to have, and they have
to be kept interested in the company. Public relations must establish, maintain, and
improve the company’s image and reputation so that it can obtain funds from the
public and the financial institutions on the most favorable terms when it desires so
The financial and business Press, today, is very important in achieving this objective,
The importance of financial PR and the need for it is seen from the number and
growth of PR agencies specialising in financial promotion, advertising and PR
management in India. These include well-known names like Pressman, Clea, and
Sobhagya, now a host of others. They provide their clients a wide range of services
and expertise in PR and advertising.

In the past PR and marketing were considered separate and unconnected activities of
business in a company. Today, PR has a role to play in marketing not only to build
image, but to also help solve problems concerning a company’s products

Or services among consumers or other special groups, and generally protecting the
company’s reputation at the marketplace. Public relations with customers, and with
suppliers, in industrial products/services marketing at the institutional level is gaining
more and more importance today.

In today’s competitive market customers opt for products that are known and have an
image, and are backed by quality and good after sales service. Marketing people
cannot ignore public opinion on such aspects. In the long run, unfavorable opinions
certainly affect sales. Public relations can help in controlling and setting right some
of these opinions; it is therefore essential for companies to assign some of their
attention and resources to develop PR in marketing.

Today, the relationship between corporations and the community is a vital issue in
management of business organisations. It is acknowledged that business is no longer
done for the sake of profits alone. Because a company functions within a community,
its responsibility extends to giving back to the community something for what it
makes from it. This has been the philosophy of the Tata’s in India for years, today it
is accepted and is being followed by a number of other companies. This belief is now
also considered important and crucial by the government, consumerists and opinion

Company relations at an organisation can vary from local community welfare

activities, to large-scale sustainable development programmes for the betterment of
lives of people. Companies have to consider the community as one of its prime target
groups. The objective of PR is to help build image of the company: as a good
corporate Citizen, a good company to do business with, and a good company to work

In employee relations, communicators are vital at every level. From top to bottom,
also from lower level to the top management level, and even the horizontal
communications among colleagues at the same level and between functions. The
basic function of communications and PR in the organisation is not just better
functioning, but a fostering of goodwill, trust, and togetherness among employees.

Employee in HUL one in a large number and they include both blue collar to white
collar. Internal PR must reach out to all of them. This makes the task tough and
critical, requiring much thinking and planning. Before planning PR programmes,
therefore, it is important to first assess the needs and requirements of employees. One
of the major goals of PR is to foster the participation of employees in decision-
making, for this PR programmes must be evolved around their motivations, job
enrichment, training and development, working environment, productivity, and
overall growth in the company. This, in other words, means PR for better employees,
better employee morale, and better relationships, resulting in success and growth of
the organisation; and therefore, a better image and reputation for it.

In the case of PR with employee, the function may seen to overlap with the working
of the company’s personnel department. In practice, however, it is necessary that the
two departments work closely together. They can mutually reinforce each other,
especially in areas like HRD. It is worth trying to integrate HRD with PR, if possible,
in a company. More so when with the growth of organisations in size, the individual
employee is becoming smaller and less significant, and thus losing his or her identity.
Public relations with HRD can play a crucial role in building and motivating the
employees on their jobs and in their contributing towards achieving the company

This is another important area of work for PR executives. Its importance is growing,
with staff and workers getting to be united, more enlightened and demanding.
Whether they are unionized or not does not make a difference in the PR work, in
either case, good relations have to be maintained. In the case of unions, it is
important to realize that unions have their own goals. This makes it more difficult to
deal with them in many respects. Understanding these goals, and how they will affect
Industrial relations and PR efforts, is the first priority in dealing with unions.
Industrial relations concern the staff and workers in their relationship, as individuals
and as a group, with the management. Industrial relations are most often concerned
with problems related to wages, other monetary benefits, conditions of work.



1. Fair & Lovely

Fair & Lovely - the miracle worker

Based on a revolutionary breakthrough in skin lightening technology, Fair & Lovely
was test marketed in 1975 and has been nationally marketed since 1978.
In fact, Fair & Lovely has been extensively tested with consumers in India and
abroad, and has been proven to be superior in terms of benefit delivery to all key
competitive brands.
Fair & Lovely's formulation contains a unique fairness system that contains a
combination of active agents and sunscreens. This has been specially designed and
proven to deliver one to three shades of change in most people. Also its sunscreen
system is specially optimized for Indian skin. Indian skin unlike Caucasian skin tends
to 'tan' rather than 'burn' and, hence, requires a different combination of UV A & UV
B sunscreens.

The fairness cream is marketed in over 38 countries through HUL Exports and local
Unilever companies and is the largest selling skin lightening cream in the world. The
brand today offers a substantive range of products to consumers including Fair &
Lovely Fairness Reviving Lotion, Fair & Lovely Fairness Cold Cream and Fair &
Lovely Fairness Soap.

Pond's - the beauty expert

Pond's Cold Cream was launched in India in 1947 and was followed by the launch of
Pond's Dream flower Talc 1956. The current skin offerings under the Pond's Brand
name include Moisturising Cold Cream, All Day Oil Control Cream, Daily Face
Wash, Blackhead Removal Strips and Dream flower Body Lotion. In talc’s, Pond's
now has four variants. Pond's Dream flower Talc is now enhanced with 'Floral
Extracts', Pond's Sandal Talc is a sandal variant with 'Natural Sunscreen', Pond's Light
'n' Fresh comes with SAM (Sweat Absorption Material), while Pond's Magic Deo-
Talc now has a new enhanced deodorant protection.

Pond's is about beauty that reflects the times. Pond's brings superior and innovative
solutions to meet all skin care needs by delivering outstanding personal beauty

solutions - through scientific skin expertise, extensive research and stringent product

Pond's track record reveals an ensemble of products that make a real noticeable
difference, proving therefore that Pond's remains the most trusted beauty expert in the
consumer's mind.
3. Oral Care Product
Jee Ke Dekho Yar

Close-Up, the youth brand, was the first gel toothpaste to be launched in India in 1975
and has remained the category leader ever since. The brand arose out of a universal
need for confidence in a social situation, starting with fresh breath.
In 2002, Close –Up was relaunched in two variants - Close-Up Tingly Red and
Close-Up Eucalyptus Waves. Close-Up Tingly Red and Close-Up Eucalyptus
Waves with their superior formulation provide superior cleaning, enhanced flavour
and a freshness that extends from nose to throat. The communication for Close-Up

focuses on the base line, ‘Jee Ke Dekho Yaar’, which encourages young people to go
out and get a life!

The new flavours are in line with HUL’s endeavour to continuously innovate and
offer new advanced products to the consumers. These flavours have been specially
designed to win over competition consumers.

Recently, Close-Up Whitening, the tooth-whitening variant, was introduced with a

unique self check device called “shade card”. This helps consumers identify how
“yellow” their teeth really are and also to track the improvement in teeth colour as
they use the paste. The toothpaste helps teeth get whiter in 4 week of regular use.

4. Hair Care Product :

• Sunsilk

Sunsilk - the hair expert

Launched in 1964, Sunsilk is the largest beauty shampoo brand in the country.
Positioned as the 'Hair Expert,' Sunsilk has identified different hair needs and offers
the consumer a shampoo that gives her the desired results.

The different variants of Sunsilk - Black Shine (for dull hair), Bouncy Volume (for
thin, short hair), Silky Strength (for dry hair) and Natural Nourishment (for regular
oiled hair) - are based on well researched consumer needs and hair types.

The benefits are more compelling and relevant since the variants are harmonised in
terms of the product mix - fragrance, colour and ingredients are all well linked to cue
the overall synergy. The range comes in premium packaging and design. The accent is
on femininity, as captured in the tagline – “Baalon mein dhadkan, dil mein

Sunsilk was extended to hair colourants in June 2001. The colourants are available in
7 variants that are specially suited to Indian hair and skin tones and colour hair gently
and safely.

Clinic - for healthy hair

Clinic Plus shampoo was launched in India in the year 1987 and is positioned as the
'shampoo that makes your family's hair healthy and glowing.' Clinic Plus is targeted at
mothers, educated yet measuring their self-esteem through their children's

In the year 1996, Hindustan unilever launched another variant of Clinic shampoo -
Clinic All Clear dandruff shampoo. The core proposition of Clinic All Clear is that it
is "the only shampoo that gives you dandruff-free soft hair." It is targeted at the
appearance conscious young adult, seeking dandruff-free, gorgeous hair to create a
positive impression.

5. Deodorants
Axe - the magnet

Axe, the deodorant that is considered cool, fashionable and stylish by young men was
launched in India in 1999. Available in more than 60 countries around the world, it is
a world leader in male toiletries.

Axe has a mix that is completely harmonised globally - from its proposition and
communication to the product, as available on the shelf.

Axe is available in four fragrances: Java, Alaska, Atlantis and Voodoo. Voodoo has
become the leading male deodorant brand in India within just one and a half years
from its launch.

Consumers associate a lifestyle of cool clubs, cool music, and cool fashion with Axe.
The youth view it as an icon which introduces many 'firsts' to their world of music
and dance - like the first "World's Longest Dance Party" and the first ever “Axe
Voodoo Island Party.”

6. Colour Cosmestics

Lakme - on top of the world

Half a century ago, as India took her steps into freedom, Lakme, India's first beauty
brand was born. At a time when the beauty industry in India was at a nascent stage,
Lakme tapped into what would grow to be amongst the leading, high consumer
interest segments in Indian Industry - that of skincare and cosmetic products. Armed
with a potent combination of foresight, research and constant innovation, Lakme has
grown to be the market leader in the cosmetics industry.

Lakme today, has grown to have a wide variety of products and services that cover all
facets of beauty care, and arm the consumer with products to pamper herself from
head to toe. These include products for the lips, nails, eyes, face and skin; and
services like the Lakme Beauty Salons.

Beauty and fashion is not only about looking good but also feeling great, which is
reflected in the advertising line for Lakme, “On Top Of the World'”


1. Fabric Wash

• Surf - Mummy's best friend

Launched in 1959, Surf was the first in the Indian detergent powder market. Over the
years, Surf has anticipated the changing washing needs of the Indian homemaker and
constantly upgraded itself.

Surf Excel, India's largest selling compact detergent powder, in its newest avatar
promises to tackle the toughest stains without damaging the color of the fabric. This is
because only Surf Excel has smart sensors that can differentiate stains from colors.
Now you don't have to worry about tackling the really tough stains, especially on your
colored clothes anymore. “Surf Excel Hai Na!”

For those who seek the Surf Excel clean in the front loaders, the specially designed
low suds formulation Surf Excelmatic promises to give just that - a superlative clean.
Those preferring the modern and convenient way to wash can rely on Surf Excel
Liquid. The liquid form penetrates deep allowing great wash results. For the really
tough stains, you can apply the liquid directly on the body of stain (through a stain
treater) - you will see tough stains being tackled with ease.

With years of laundry expertise, Surf Excel now has a Careline,

surfexcel.careline@hul.com that can answer all queries on fabric care.
• Wheel

“Mehnat kum, phir bhi dhulai No. 1.”

Wheel - makes washing easy
Wheel is a detergent brand that caters to the laundry needs of the mass market. It was
first launched in the year 1987. Wheel Green is the single largest (No 1 by market
share) detergent brand in India by value.
Wheel is packed with powerful lather (power foam) that cleans even tough dirt stains
on collars and cuffs with ease. It, therefore, cleans effectively with lesser effort,
making a laborious chore like washing - light and easy. Moreover, Wheel does not
burn hands or harm clothes like some other detergents, which contain a high
percentage of soda.

Wheel also has a premium variant called Active Wheel. It gives the consumer the
value of 3 benefits in 1. It not only cleans effectively with less effort but also keeps
the colored clothes looking bright and has a great fresh fragrance. Active Wheel gives
consumers 'Quality Clean and Care' at an affordable price. In short, Wheel can be
summed up as - 'Mehnat kum, phir bhi dhulai No. 1.' Wheel is, therefore, the smart
housewife's choice.

2. Personal Wash
Lifebuoy – “Family health protection for my family and me”
World’s largest selling soap offers a stronger health benefit to the entire family
Launched in the year 1895, Lifebuoy, for over a 100 years, has been synonymous
with health and value. The brick red soap, with its perfume and popular Lifebuoy
jingle have carried the Lifebuoy message of health across the length and breadth of
the country, making it the largest selling soap brand in the world.

In 2002 Lifebuoy was relaunced, marking a new turning point in its history. The new
mix includes a new formulation and a repositioning of the brand to make it more
relevant to both new and existing consumers.

Lifebuoy is no longer a carbolic soap with cresylic perfume. It is now a milled toilet
soap with a new health fragrance. The new formulation has an ingredient, Active-B,
which offers protection against germs, which can cause stomach infection, eye
infection and infections in cuts and bruises. The new health perfume has been selected
after one of the most extensive perfume hunts in the industry. The new milled
formulation offers a significantly superior bathing experience and skin feel. The new
formulation, new health perfume and superior skin feel, along with the popular red
colour, have registered conclusive and clear preference among existing and new users.

The new Lifebuoy is targeted at today’s discerning housewife with a more inclusive
“family health protection for my family and me” positioning. Lifebuoy has made a
deliberate shift from the male, victorious concept of health to a warmer, more
versatile, more responsible benefit of health for the entire family.

The new Lifebuoy range now includes Lifebuoy Active Red (125gm, 100 gm and 60
gm) and Lifebuoy Active Orange (100gm). Lifebuoy Active Orange offers the
consumer a differentiated health perfume while offering the health benefit of

At the upper end of the market, Lifebuoy offers specific health benefits through
Lifebuoy International (Plus and Gold). Lifebuoy International Plus offers protection
against germs, which cause body odour, while Lifebuoy International Gold helps
protect against germs, which cause skin blemishes.

Lux - the film stars' choice
Endorsed by popular film stars, Lux is one of the biggest brands in the soap category.
Lux was launched in India in the year 1905.
Lux comes in 3 attractive variants - Lux Pink is a fragrant ensemble of almond oil,
Lux White a rich creation of milk cream and Lux Black (in a pastel shade of lemon
yellow) overflows with the goodness of honey, and is also the first of its kind in the
The new, exotic addition includes International Lux Skin Care 'Sunscreen Formula'. A
unique soap, which protects the skin's fairness against darkening by the sun. The
product contains a combination of sunscreen actives, which are deposited on the skin
as a protective layer, even as the soap washes away dirt and grime. This breakthrough,
for the first time in the world, is the result of technology patented by HUL.
In short, Lux has worked its charm on millions of women, making their dreams of
beauty come true.

Breeze - makes dreams a reality

Launched in 1991, Breeze is a mass-market soap that sells in the economy segment.

The fragrant ensemble from Breeze comprises 3 variants, which contain the real
goodness of natural ingredients such as rose water, sandal extracts and lime extracts,
giving skin a glowing radiance.

Originally launched in 1989, Breeze is today perceived to be a good value for money
brand - with outstanding sensory experience. Its strengths are its fragrance, lather and
the soft feeling it has on the skin. A new variant, a hair-and-body soap, Breeze 2-in-1,
was launched in January 2001. Enriched with coconut oil and lime extracts, it was the
very first of its kind and leaves the consumer looking and feeling beautiful.

The brand plays a critical role in its consumer's life, because Breeze for her is more
than just soap. It is, in fact, her beauty aid, her only cosmetic, and one that she can
afford. She regards Breeze as her only way of fulfilling her dream of looking

3. Household Care

Vim – Khar Khar ka moh tod jawab
In 1993 Vim Bar was launched. This product had many benefits including better
clean, ease of handling and easy storage. Vim Bar was re-launched in 1997 with an
improved formulation and new communication, which tackled economy and
performance. Much appreciated by the mass market, it resulted in conversions not just
from powder users, but also from proxy users who did not upgrade to powders but
preferred to use Vim Bar instead.

The brand has grown significantly registering strong double-digit growths in both
volume and value terms. Vim Bar was relaunched a second time in 2002, with a
unique “Stain Cutter” formulation that removes the toughest stains such as burnt milk
and ghee stains. This new formulation evolved through research and is now setting
benchmarks in tough stain removal. New Vim offers the consumer a superior
performance at a great value.

Vim is the market leader in the dishwash category. Today Vim is available in powder,
bar and liquid form. Vim continuously strives to innovate its products to enhance the
lives of its consumers. Whether it be through its new 'Stain Cutter' formula in its Vim
Bar or it's the stain busters in its powders, Vim stands for the best quality in dishwash


1. Ice Creams
• Cornetto

Kwality Wall's Cornetto - bite bite mein pyar

Launched in the year 1995-96, Cornetto is undoubtedly one of the most popular ice
creams in India. Positioned as the icon for romance and special moments - it is
targeted at young adults.
However, with its rich multi-sensory eat experience, it is overwhelmingly quoted as
the favourite of consumers across ages.

• Feast

Kwality Wall's Feast - feasting on 'the big “F”

Launched in 1995-96, the Kwality Wall's Feast range of ice creams and frozen
desserts has been positioned as a “Youth ice cream brand with an attitude.”
Over the years, Feast has expanded its 'chocolate only' portfolio to a more diverse
one by including refreshment products like Mango Zap, Calypso Punch and
Jaljeera Blast. This was in keeping in line with the varied need-states of today's

As part of Kwality Wall's endeavour to consistently reach out to the consumer

with new and exciting flavours, Feast has launched Feast Snacko. The stick
product is an excellent value for money proposition.

As part of Kwality Wall's endeavour to consistently reach out to the consumer

with new and exciting flavours, Feast is launching a new SKU, viz. Feast Snacko.

The stick product is expected to take the market by storm, as it is an excellent
value for money proposition.
Continually connecting with today's youth, Feast remains the ice cream with . . .
The Big F!

• Max

Kwality Wall's Max - the 'masti' ice cream

Max, launched in the year 1999 as the 'masti' ice cream, is targeted solely at children.
All Max products are fortified with extra vitamins. Max Cups and Max 123 have
Vitamin A, Max Orange and Max Joos have real fruit juices and Vitamin C (a single
Max Orange candy offers a child 15% of his daily requirement of Vitamin C).
Max says, 'Masti kar Befikar' and encourages all kids to go ahead and have lots of

Max has recently been extended as confectioneries (candies) - MaxMasti,

MaxMagik and ChocoMax.
• Cornetto Soft

Kwality Wall's Cornetto Soft

In 2002, Kwality Wall’s is introducing a host of unique product innovations under a
new brand called “Cornetto Soft”. The new range includes a Super Cone (a bigger
soft cone- Vanilla and other flavours like chocolate, strawberry etc), Strawberry
Sundae Cup (Creamy tasty vanilla topped with rich strawberry sauce), Chocolate
Sundae Cup (Creamy tasty Vanilla topped with thick chocolate sauce), Ripple
Cones (Creamy tasty vanilla softy with strawberry or mango ripples) and Nutty
Delight (Creamy tasty Vanilla topped with thick chocolate sauce and nuts, served in a
cup.). The price ranges from Rs.7/- for a Super cone to Rs. 20/- for a Nutty Delight.

At a Kwality Wall’s kiosk, the consumer will experience innovative promotions and
themes that will take place regularly at and around the outlet kiosk, it will be seen as a
‘cool place to hang out and a great place to eat out.’

Kwality Wall's has a perfect blend of affordability, hygiene and taste that will win
over the consumer.

Kwality Wall’s Softies are untouched by human hands. The first hand that touches the
product is the consumer's. Kwality Wall's uses a pre-mixed liquid produced and
sealed at the factory and is untouched by the operator at the outlet. The advanced
Tamper Proof technology & the sophisticated softy dispensers make sure that hygiene
is given the highest priority. The ingredients are pasteurized and homogenized, which
ensure true quality & consistency of the end product.

As a result Kwality Wall’s is the only one offering a superior and completely hygienic

Kwality Wall's aims to ensure that the consumer gets a world class product delivered
to meet local taste requirement under strict Unilever standards of hygiene and at a
great price!

• Kwality Wall’s Black Currant Sundae

Irresistible international flavour now available in India
The exotic dessert, Kwality Wall’s Black Currant Sundae, launched in India, has a
mouth-watering black currant sauce and creamy vanilla. The Black Currant sauce has
been specially formulated by Kwality Wall’s, to offer a truly delectable dessert for its
consumers, that leaves them yearning for more.

Black currants are grown in Europe, USA and Chile, rich in vitamin C and minerals,
they are used to make exotic jellies, jams, drinks and sauces the world over.

There is an even more interesting history to sundaes. In the 1980s, when this
delightful dish was first put together in the US, it was against the law to sell soda and
consequently, ice-cream sodas on Sundays. So the trend of serving ice cream with
sauces and toppings instead of soda began. Soon, ice-cream sundaes became so
popular that people opted for this dessert on weekdays as well.

Kwality Wall’s Sundaes were launched in 2001 in India in Chocolate, Strawberry
and Mango flavors. These products were a phenomenal success and are now being
taken to the next level with an exotic Black Currant sauce and Black Currant Dry
Fruit pieces.

In a day and age, when families hardly find time to spend together, Kwality Wall’s
sees its Sundaes as an offering, which helps bring families together for fun and
enjoyment. 10 p.m. would henceforth stand for Kwality Wall’s Sundae time!

2. Beverages

Brooke Bond 3 Roses - has colour, taste & strength

Brooke Bond 3 Roses, a premium dust brand was launched in 1978 in the heartland of
coffee drinking households in southern India. The brand can rightfully claim credit for
creating a tea drinking habit amongst these households through its highly successful
positioning as the only tea with a perfect combination of colour, taste and strength -
the 3 most important attributes in a cup of tea. Not surprisingly, this wonderful cup of
tea came to be enjoyed by a cross section of consumers giving it undisputed market

Since the turn of the millennium, the brand has taken a further leap by adding a highly
motivating emotional benefit - The Perfect tea for Perfect moments - amongst
couples. The first step towards appropriation of this emotional mind-space started
with a highly successful Perfect Couple search campaign, which saw significant
strengthening of affinity and disposition towards the brand. This is being furthered by
a new theme - triggering an even stronger emotive link with the consumer.

• Brooke Bond Red Label - nation's cup of tea
Brooke Bond Red Label Tea was launched in the year 1903, which makes it one of
the oldest brand of tea in the country. It also has the distinction of being the largest
brand of tea in India and has a truly national presence. For years, Red Label has stood
for good quality tea and it can be easily called as one of India's favourite tea brands.
The brand was relaunched in the year 2000 with a new product formulation, wherein
long Assam orthodox tea leaves were added to the base CTC tea to deliver enhanced
taste. These are referred to as 'Assam Super Tasters' in the brand's communication.
The new campaign highlights the irresistible taste of the new Red Label Tea through
executions that revolve around a very catchy base line 'Don't Mind - Ek Cup Aur' -
Ready for another cup!

• Brooke Bond A1 - 'kadak chai

Brooke Bond A1 was launched in the year 1995 as HUL's offering in the discount
segment of tea. It is targeted at converting consumers of loose tea and local packet tea
Brooke Bond A1 has region specific blend formulations to meet the needs of the
consumers in different regions of India.

The core proposition of the brand is 'Strength'. The benefit to the consumer is 'Strong
tea that charges my confidence'.

Brooke Bond A1 Power, a variant of Brooke Bond A1, is fortified with Vitamins. It
has initially been launched in Karnataka in March 2001.

Brooke Bond A1 Power, similar to Brooke Bond A1, has the consumer offering of
"Strength" but has Vitamins as a reason for the consumers to believe in the
proposition. The choice of vitamins has largely been based on evidence of deficiency
among the target group.
Targeted at lower middle class consumers, this brand variant is expected to gain from
local players and upgrade Mother brand Brooke Bond A1.

• Brooke Bond Taj Mahal Tea - 'Wah Taj!'
Taj Mahal Tea was launched in 1966 as a premium CTC leaf brand. Over the years,
the brand has fulfilled its promise of India's best tea. The tea is carefully chosen from
a thousand teas from the best gardens of Assam to give it an exquisite aroma and
taste. It is endorsed by Ustaad Zakir Hussain who personifies the brand in all respects.
The brand has constantly led by innovation, whether it be the first tea bag in the
country in 1979 or the patented 'vacuum pack', which keeps the great quality intact.
No wonder tea lovers across the country start the day by saying 'Wah Taj!'

• Lipton Taaza - the fresh cup of tea

Lipton Taaza was launched in 1988. The strategy for the launch was to convert loose
tea users into packet tea. The brand was launched in a poly pouch format designed to
preserve the freshness of tea. The name Taaza signified 'fresh tea'. The core benefit
was refreshment. Taaza pioneered the format of pouches on a national scale.

Lipton Taaza is one of the largest tea brands in the country, specially in the Hindi belt.
The core proposition of the brand now is 'Fresh Taaza tea refreshes like no other tea
can.' The brand commercials in the past have shown fresh tea being selected from
select gardens and this in turn leading to amazing refreshment.

• Lipton Yellow Label - the global cuppa

Lipton Yellow Label is Unilever's global tea brand and sells in many countries across
the world. It has pioneered the growth of tea through non-traditional formats like Tea
Bags and more recently Ice Tea.

Lipton Yellow Label is a brand for young minded people and offers an option to tea
lovers to enjoy their favourite drink in an exciting and refreshing way.

• Brooke Bond Bru - the instant coffee

Brooke Bond Bru, launched in 1969, created history in the first year of launch by
growing to a record market share of 21%. Ever since, it has grown from strength to
strength and is now the single largest brand of Instant Coffee in India, with a
dominant presence in South India (which accounts for 65% of the All India market).

Initially positioned on the generic benefit of convenience, it was communicated in the

late 70s as 'the favourite of coffee lovers in the South.' This evolved in the 80's to the
well known 'Closest in taste to Filter Coffee' platform. Bru is one of the most salient
Packaged Mass Consumption Goods (PMCG) brands, especially in Southern India.

Bru has been instrumental in virtually creating the entire Instant Coffee category as it
exists today. It has been at the forefront of most innovations in the Instant Coffee
category - whether in coffee-chicory blends, refill packaging, vending operations, or
more recently the Low-unit-price packs. Bru's popularity cuts across all sections of
society - income, townclass and states, the name being synonymous with Instant
Coffee in all the Southern geographies.

• Lipton Green Label - the champagne of teas

Lipton Green Label is the only popular orthodox tea in the country. Chosen from the
best leaves of the best Darjeeling Gardens, the tea has an aroma and flavour that
testifies to its pedigree. The tea is packed in a special toptainer that is both a container
and a dispenser.

Lipton Green Label tea is best when the leaves are brewed in a pot of hot water to
keep the flavour intact. More and more people are discovering the delight of true
orthodox tea through Lipton Green Label.

• Annapurna

Annapurna - flowering of a flour

Hindustan unilever's Annapurna Fortified Atta, developed through using agrarian and
processing technologies, is extracted from premium quality food grains. Its richness
of nutrients is not just entirely retained, but boosted through fortification. The iron in
it, in particular, addresses a deficiency that 6 out of 10 Indians suffer from.

A special grinding technique ensures that Annapurna absorbs more water when
kneaded for chapatis. This helps keep the chapatis soft, fresh and tasty for far longer.
In other words, a brand that supplies much of the daily nutrients an Indian consumer


Kissan - the taste to grow up with

Acquired by Hindustan Unilever Limited in 1994, the Kissan category consists of
'deliciously holesome products for kids to grow up.'

The Kissan range consists of ketchup and other sauces, puree, jams, squashes and
ready-to-drink products. For mothers and children, Kissan is today one of the most
trusted processed food brands in the country.

Dalda - for healthy cooking

Launched in 1937, Dalda Vanaspati has been the Indian housewife's trusted
companion for tasty, healthy cooking. Considered as an embodiment of mother's love,
Dalda has always been associated with purity, quality and trustworthiness.

In 2000, Hindustan unilever launched Dalda Activ, a healthier version of Vanaspati,

primarily because it contains twice the amount of healthy fat (poly unsaturated fats)
and also actively reduces the unhealthy fat (saturated and trans fat). As a result, food

cooked in Dalda Activ does not congeal on cooking and, hence, no layer of fat is

The product was developed through the process of interesterification, a fat

modification procedure, which changes the melting and crystallisation properties of
the fat. The process has been perfected for Indian conditions at Hindustan unilever's
Foods Innovation Centre.

In 2001, Hindustan unilever launched Dalda Classic, which with its butter aroma is
targeted at consumers in the South.



HUL Net Profit up by 20% in 2004 Total Dividend of Rs 3 per Re 1 share

Mumbai, January 29, 2005
Hindustan unilever Limited (HUL) Net Profit for 2004 at Rs 2634 crores grew by
18.6% over 2003. Net Sales for the year at Rs.9955 crores grew by 3.7% led by a
6.5% growth in Power Brands. Profit Before Tax (PBT) at Rs.2197 crores, increased
by 13.1% while Profit After Tax (PAT) was Rs.1716 crores, a growth of 11.3%.
In December quarter 2004, sales grew by 3.7% to Rs.2634 crores with Power Brands
growing twice as high at 6.1%. PBT at Rs.690 crores grew by 13.1%, while PAT at
Rs.542 crores increased by 11.4%. Net Profit was Rs 466.51 crores after absorbing an
exceptional item charge of Rs.76.33 crores.
Operating Margin for the year improved further by 1.3 percentage points to 16.6%.
Earnings Per Share (EPS) for the year improved to Rs.7.98 from Rs.7.46 in 2001. The
Board has recommended a Final Dividend of Rs.3.00 for the year. The total dividend,
including Interim Dividend of Rs.2.50 is Rs.5.50 compared with Rs.5.00 paid last
year. This includes distribution from the exceptional income from certain divestments.
On a comparable basis, after netting off the impact of businesses transferred in and
out, sales growth works out to 5.8% for the quarter and 5% for the year. PAT growth
amounts to 24% for the quarter and 21% for the year.
Commenting on the performance, Mr.M.S.Banga, Chairman of the Company said, “In
2002, we vigorously pursued our strategy of focussing on growing our Power Brands
in the face of intense competition, a depressed economy and declining market. This
strategy has accelerated our FMCG topline growth to 7% in the second half compared
with 3% in the first half. In fact, our Power Brands have grown by 9% in the second
half led by those in Home and Personal Care group by 12%.
Our emphasis on enhancing Foods profitability has doubled profit through a 5
percentage point increase in margins. We have also divested our holding either
partially or fully in several non-FMCG categories and reinvested some of this income
into strengthening the Foods portfolio".

Talking about the dividend, he added, "Our dividend policy is geared towards
rewarding shareholders. This year the dividend also includes distribution from the
exceptional income arising from the divestment of some of our non-FMCG
Review of Businesses
Group sales (comprising HUL and its subsidiaries) declines by 5.4% for the year.
Sales of FMCG products grew by 7% in the quarter and 5% in the year.
Home and Personal Care grew by 3.4% led by a 9% growth in its Power Brands.
Clinic and Lux led a 14.7% growth in the Hair category, while Pepsodent and Close-
Up took toothpaste growth to 6% despite aggressive competition. Fair & Lovely and
Ponds grew the Skin business by 18.6%. Despite strong growth by Breeze and
reversal of the Lifebuoy decline, overall Personal Wash sales were marginally lower.
Wheel grew by 18% making it the number one brand in laundry and leading a total
Fabric Wash growth of 7%.
The focus on profitability in the Foods portfolio led to an improvement of 8.5
percentage points in Beverages and by 1 percentage point in Foods businesses. The
flagship brand, Taj Mahal recorded a sales growth of 6% while overall tea declined in
a declining market. Coffee, led by Bru, grew by 15%. Food sales were up 14% with a
18% rise in Oils and Fats. Modern Foods grew by an impressive 66%. Icecream sales
declined by 4%. Group Exports amounted to Rs 1829 crores, a marginal decline of
5%, mainly due to rationalisation in Traded Exports.
Other Income
Other income for the year rose by 11.6% from Rs.382 crores to Rs.385 crores.
Proactive management of surplus funds enabled this despite a sharp fall in the interest
Business Restructuring
The results for the year include a business restructuring cost of Rs.48 crores compared
to Rs.109 crores in the previous year and Rs.14 crores for the December quarter
compared to Rs.27 crores in the corresponding period.
Exceptional Items
The exceptional income of Rs.100 crores for the year include:
• Profit on divestment of Quest and Animal Feeds business: Rs.143 crores

• One off reduction in tax liability arising from amalgamation of IBL: Rs.28
• Provision for fixed asset write-off and estimated other related costs in respect
of Thermometer business: Rs.11 crores (net of deferred tax: Rs.7 crores)
In addition a charge of Rs.64 crores towards exceptional items in December quarter
• Profit on disposal of Nickel catalyst and Adhesives business: Rs.17 crores
• Provision for fixed asset write-off in respect of the Culinary Products
business: Rs.19 crores (net of deferred tax: Rs.12 crores)
• Provision for fixed asset write-off and estimated other related costs in respect
of Icecream business: Rs.43 crores (net of deferred tax: Rs.28 crores)
• Provision for additional liability in respect of employees’ retirement benefits
necessitated due to fall in interest rate: Rs.63 crores (net of deferred tax: Rs.41
Bonus Debentures
The shareholders of the Company at the Extraordinary General Meeting held on 12th
December 2001 have approved the restructuring of General Reserves by issue of
Bonus Debentures in the ratio of 1 Bonus Debenture of Rs.6 for every share of Re.1
held in HUL and payment of special dividend of Rs. 2.76 per share. These debentures
would be redeemed on the second and third anniversary following the issue and
would carry a 9% interest. The proposal is now pending approval from the
Honourable High Court of Bombay.


India can create 70 million new jobs and add 2% annually to GDP growth by
global sourcing of manufactured exports, says M.S. Banga
HUL gearing up for billion-dollar sourcing business out of India
MUMBAI, June 26, 2002: India can double its exports growth rate to 20%, adding
2% to GDP growth rate annually and creating 70 million new jobs in the private
organised sector over 10 years, if it leverages its potential to become a preferred
sourcing centre for manufactured exports, Mr. M.S. Banga, Chairman of Hindustan
unilever Limited (HUL), said here today.
Noting that India has already demonstrated the potential to become a global sourcing
centre for services, Mr. Banga highlighted, “However, India cannot rely on services
alone to drive exports. Manufacturing constitutes 72% of global trade worth US$ 6
trillion. For exports to be a major platform for growth, it is imperative that we focus
on and drive manufactured exports.”
Mr. Banga said that HUL, already one of India’s largest exporters, has decided to
make sourcing an integral part of the business strategy. “Sourcing already accounts
for about half of our total exports of Rs.1500 crore. HUL’s vision is to build a billion-
dollar sourcing business out of India,” he said. Mr. Banga was addressing HUL’s
annual general meeting.
Five initiatives: He said that India must move quickly to pre-empt other countries in
the race for global sourcing, and suggested five immediate initiatives, that
Government and Industry will have to take. This will help overcome India’s
disadvantages, in cost, image and process competitiveness, vis-à-vis other low-cost
nations, like China, Korea, Thailand or Mexico, which are already ahead in the race to
become global sourcing centres in manufactured exports.
The five initiatives are: identifying, nurturing and promoting 2 or 3 ‘Star’ sourcing
sectors; creating ‘Virtual’ Special Economic Zones; completely privatising Mumbai
and Chennai ports; driving industry productivity and process excellence through the
Total Process Management (TPM) tool; and an enabling fiscal and regulatory Regime.
‘Star’ Sourcing Sectors: Mr. Banga said that, within the country’s portfolio,
Pharmaceuticals, FMCG and Processed Marine products have the potential to become
‘Star’ sourcing sectors in the immediate term. “There is a rationale for the choice of

these sectors. The US FDA requirements are stringent for pharma. Consumer
involvement in food items is high. FMCG items are items of mass consumption. If we
are able to successfully create a niche for ourselves in these sectors, it will give the
‘Made in India’ brand for manufactured exports a big boost, which we can then
extend to other sectors,” he said.
To nurture the ‘Star’ sourcing sectors, he called for the establishment of a quasi-
government Apex Sourcing Body, with strong linkages to both the Commerce and
Finance ministries, and independently managed by professionals deputed from
Industry. “A good role model is NASSCOM, which has played a crucial role in
positioning India as a global IT services sourcing base. Manufactured goods sourcing
too will gain from a similar organisation, whose focus will be on building the India
Inc. brand through some key activities - attracting lighthouse global companies to
establish manufacturing bases in India; continuously highlighting legal and regulatory
changes required by the sector; and finally, being a knowledge repository for
information and research on the sourcing potential of India,” he said.
‘Virtual’ Special Economic Zones: Welcoming the Special Economic Zone (SEZ)
legislation, he pointed out that to enjoy the benefits of this legislation, a company
needs to be physically located within the SEZ. This would require an exporter to
spend resources in relocating facilities. This might not be feasible for many industries,
which need to be located near the source of raw materials (e.g., steel) or skilled labour
pools (e.g., diamonds). Secondly, an SEZ will take two to three years to begin
functioning with the full infrastructure in place.
Therefore as an interim action, he suggested the establishment of ‘Virtual SEZs’
(VSEZs). A VSEZ is similar in concept to the current EOUs. Any unit that exports
more than 50% of its production in a block of three years, wherever it is located, will
be a deemed VSEZ, enjoying all the benefits available to an SEZ, including fiscal
advantages and freedom from administrative procedures. To begin with, the VSEZ
facility could be extended to those companies with an export of Rs.100 crore per
annum, which would kickstart sourcing without waiting till the SEZs are fully
Privatisation of Mumbai & Chennai ports: In the light of the encouraging
experience of privatising three terminals in Chennai and Mumbai ports, Mr. Banga

called for the complete privatisation of these two ports. This will not only enhance
efficiencies and bring down costs, but also earn Rs.2000 crore, in addition to the
annual revenue streams. Besides establishing world-class processes and systems in at
least two ports, this will serve as a model to rapidly privatise other ports as well.
Productivity & process excellence: Highlighting the need for industry to develop an
obsessive commitment to productivity, he suggested the adoption of Total Process
Management (TPM) as a tool. “A TPM factory is unbelievably superior to a non-TPM
one – I have seen this for myself. On an average, HUL has doubled productivity
through TPM and, in some cases, taken it up to three times the original levels. We
have now adopted TPM in our offices and sales processes as well,” he recounted. He
suggested TPM training to be included in ITI and Engineering education, which will
provide more than 200,000 TPM-trained personnel annually to industry. He also
proposed a JIPM (Japanese Institute of Plant Management) certification programme
for exporters along the lines of SEI-CMM for IT services companies, which will add
considerably to the image of India’s sourcing.
Fiscal & regulatory regime: Mr. Banga pointed out that the approach to the
regulatory regime for exports should be such that it actively enables exports as a
growth driver. He has suggested Comprehensive VAT for exports and Simplification
of Transfer Pricing rules.
Pointing out that 140 out of 147 countries in the WTO already have Comprehensive
VAT, he strongly suggested immediate introduction of Comprehensive VAT for the
exports sector, which would also provide useful learnings for implementation
subsequently in the domestic sector. On transfer pricing, he said that price fixation in
international markets is subject to many variables, all of which may not be common
across firms, industries or, indeed, across time. Therefore, transfer pricing rules must
be less formulaic. A simple solution is to increase the margin for variance from 5 to
15 %, and simplify the administrative and documentation procedures. In order to
learn, the simplified regime could first be implemented for imports, and then extended
to cover exports.
Mr. Banga concluded, “India must move quickly to pre-empt other countries in the
race for global sourcing. Government and Industry must work together to dramatically

improve India's Cost, Image and Process competitiveness. The time is right for us to
move Exports to the top of the economic agenda and make it a national priority.”
Kwality Wall's makes its consumers 'Ek Din Ka Raja'
Largest consumer promotion ever by any ice cream brand!
New Delhi, March 14, 2002:Kwality Wall's, the market leader in India, has today
announced the launch of its most exciting consumer promotion ever. This promotion,
called 'Ek Din Ka Raja' is the biggest consumer promotion by any ice cream brand
across the country. The 'Ek Din Ka Raja' promo entitles 10 lucky consumers to spend
Rs.10 lakhs in One Day's shopping with their family in Mumbai! They can choose to
spend on consumer goods such as cars, home appliances, furnishings, garments, etc. -
but within 24 hours!
This 'dream-come-true' offer for the ice cream lovers comes at very affordable prices.
All that one needs to do is buy Kwality Wall's range of products - every pack has a
certain number of points on it. The consumer needs to collect wrappers / lids upto 150
points to be eligible to participate in the 'Ek Din Ka Raja' promo. On collection of
the same, they need to go to a redemption centre where they will be given a scratch
card. (Call centres have been set up at each of the major cities, which will direct
consumers to their nearest redemption centres as well as answer all their queries.)
Upon scratching the cards, 10 consumers can win the mega prize of 10 lacs and shop
till they drop with their families in Mumbai. There are over one million assured prizes
for all who get a scratch card - important to note that every scratch card has a
guaranteed prize (there are no try agains!)which is not very commonplace for such
kind of promotions. The other prizes include microwave ovens, walkmans, gold
plated watches, jigsaw puzzles, video games, fun books, zoomerangs etc.
The mega prize of EDKR entitles the consumer (with his family - upto 4 members) to
be flown into Mumbai with all hospitality taken care of in royal style! They will be
given a chauffeur driven car, two riders and a day to go on their dream-shopping
spree. The winners will get to shop at five popular categories where we are
associating with the best of brands in each category - BPL, Hyundai, Tanishq,
Westside, and Wipro.
"The Ek Din Ka Raja promotion is an effort by Kwality Wall's to connect to our
consumers in a more personal way - we have given them offerings that they love -

and now we are giving them something that all families love doing together -
shopping. The time limit of one day makes this promotion very exciting and
different from all others. This promo, we are confident, will go a long way in
strengthening the perception of Kwality Wall's as being a brand that emotes
togetherness, fun, sharing and laughter," says Mr J H Mehta, Executive Director
- Ice Creams, Hindustan unilever Limited.
The 'Ek Din Ka Raja' consumer promotion will be supported extensively by
multimedia communication tools - in what we believe is going to be one of the
biggest and certainly most innovative media support for any consumer promotion
seen before in the country. Apart from this we have an exclusive tie-up with Sony TV
and Indiatimes.com As part of these tie-ups, the consumers will also get to play
EDKR even if they have missed out while "scratching". We will also be reaching over
20 lac consumers directly as part of our extensive consumer contact programme. In
short, ensuring that the excitement of the promotion reaches one and all across the
country and becomes the new mantra for families wanting to shop together! After all -
as someone said 'The family that shops together - stays together!'
About Kwality Wall's
Kwality Wall's, a brand of Hindustan Unilever Ltd, currently commands a
marketshare of more than 50% of the organised Indian ice-cream sector. Kwality
Wall's has combined the state-of-the-art technical know-how of Unilever-- the global
leader in ice cream products--with a deep insight of the Indian market, to deliver a
range of superior quality products under its international brands. It has recently
revamped its complete brand portfolio and brand proposition in line with HUL's
Brand focus exercise. The essence is captured in the new baseline "Ho jaaye Dil ka
Connection..." a proposition which captures the fun of bonding between families and
And don't forget, the family that eats together, shops together.
Kwality Wall's launches Super Cornetto
Exotic flavours and a core of sauce in delicious new cones
Bangalore, March 2002: Kwality Wall's is all set to take the Indian ice cream market
by storm with the launch of Super Cornetto. To the existing range of Chocolate,
Butterscotch and Strawberry cornetto, the Super Cornetto range comes in two enticing

combinations - Jamaican Magic and Hawaiian Bliss. The product has a core of
luscious sauce that runs right through the cone, and it has beautiful rosette decoration
on the top. Once again Kwality Wall's has introduced an exceedingly innovative
product into the ice cream market.
Jamaican Magic is an exotic combination of Rum & Raisin + Coffee flavours with a
core of chocolate sauce cone topped with nuts. Hawaiian Bliss is a delicious
combination of Blackcurrant and Strawberry flavours with a strawberry sauce core
and cherry toppings. Both the Super Cornettos which are much bigger that the current
product are priced at Rs 30/-.
Cornetto has for many years been considered to be the icon of ice cream industry and
the best cone not only in India, but abroad as well. It stands for romance and
togetherness and appeals to young adults. It is now extended into an exotic,
international offering Super Cornetto - which speaks for your heart better than any
words can.
Says Mr J H Mehta, Executive Director, Ice-cream Division, HUL, "With Super
Cornetto, we are giving the consumer a never-before experience in a cone with
delicious flavours and a sauce flowing right through the cone. The Indian ice
cream market, we believe, will be taken by storm by the Super Cornetto range and
this will soon become a benchmark in pre-packed cones."
The launch of the new Super Cornetto range is supported by a new television
commercial as well as outstanding outdoors and a press campaign. The television ad,
also features the new theme music for Kwality Wall's which is truly excellent. This ad
gives you that warm feeling inside and is likely to be remembered as one of the all
time favourite ads for 2002.
Hindustan unilever Limited's (HUL) new businesses have made robust and steady
progress, all posting profitable growth. Lever Ayush, the Ayurvedic range of personal
care products, has gone national.
HUL launched Lever Ayush in May 2002. It is for the first time that rigorous testing
procedures of the pharmaceutical industry have been applied to Ayurvedic products.
Mumbai, October 09 t h 2002
Pepsodent, Hindustan Unilever Ltd's leading oral care brand, today
announced the launch of Pepsodent Dental Insurance, a first of its kind

initiative in the oral care category in India. Undertaken through a
partnership with the New India Assurance, India's largest General
Insurance company, Pepsodent now offers its consumers free dental
insurance of Rs. 1000/- on purchase of any pack of Pepsodent.
Under this initiative Pepsodent offers its consumers insurance cover
against expenses for the extraction of a permanent tooth or teeth due to
severe Caries and Periodontitis including cost of medication in relation
there to. Caries and Periodontitis are two of the most widespread dental
ailments in India.
Announcing the launch of Pepsodent Dental Insurance Pradeep Banerjee,
Category Head - Oral Care, HUL, said, "Pepsodent Dental Insurance is a
unique concept and first of its kind in the Oral Care category in India. The
initiative not only strengthens Pepsodent's proposition of being a 'germ-
protector' but also displays our commitment towards improving oral
hygiene for our consumers."
Elaborating further on the concept of Dental Insurance, Pradeep said
"Pepsodent Dental Insurance is a unique concept in this category and will
further strengthen the equity of Pepsodent in the minds of the consumers."
Insurance cover under Pepsodent Dental Insurance will be provided for
one year, which comes into effect after a period of six months from the
date of issue of the Pepsodent Dental Insurance Certificate. Pepsodent
Dental Insurance forms will be soon available in all Superior Pepsodent
packs of 100 and 200 gms as well as select retail outlets. The company
also plans to make the forms available through advertising in the print
media starting November.

Mumbai, January 16, 2003

In a path-breaking tie-up, two FMCG leaders, Hindustan Unilever Ltd. and
Pepsi Foods Pvt. Ltd. today formed an alliance in India to jointly market
through a vending format a full range of hot beverages and soft drinks
from their portfolio of world class brands.

HUL brings to the alliance a well established presence and brand value in
hot beverages, outstanding product development and backward integrated
sourcing capability, expertise in vending and an extensive institutional
channel base.
The partnership leverages each other's strengths with an unbeatable business model
that creates a powerful distribution base to market a unified portfolio of popular hot
beverages and soft drinks through a combined fountain, vending and institutional
initiative. The area of collaboration for these two organisations will be in vending hot
tea and coffee along with soft drinks across the country. The alliance will make
available leading brands of the two FMCG giants - Lipton, Taj Mahal, Bru, Pepsi
Cola, 7Up, Mirinda and other popular carbonated soft drinks through vending
machines and fountains.With this alliance, HUL & Pepsi venture into offering hot
beverages through the Pepsi distribution system for the first time in the country as part
of their strategy to infuse new growth in the entire category of liquid refreshment

HUL remains the largest spender in terms of total outlay

Hindustan unilever retains its position as the largest spender in the sector with its
annual advertisement expenditure in 2002 at Rs7.2bn. Are you surprised at the
figure?. Don’t be. Just go back to your television set and count the HUL product ads
Vs other company product ads tonight. On an average if you see 10 ads, you will find
that atleast 5 out these are of HUL products.
HUL jacks up advertising spend
Advertising and sales promotion expenditure of the fast moving consumer goods giant
(FMCG) Hindustan unilever soared to a record Rs 823.82 crore during the year
ended December 2002.
In the previous fiscal, the company had spent Rs 696.58 crore. The spending on
advertisement sales promotion, which is up 18.27 per cent in 2002, is considered to be
on the high side as FMCG companies are facing acute demand recession. The fierce
competition among all personal care companies, particularly to maintain market
shares in shampoo, toothpaste, detergent bath-soap and hair-dye, has compelled HUL
to go for large ad spending.

In 2004, the spending on advertising accounted for 70.19 per cent of the net profit.
In 2003, ad spend accounted for 63.17 per cent of the net profit and in 1998 it was
68.96 per cent of the net profit. The company's advertisement spend accounted for
83.06 per cent in 1997.




 HUL distribution network is one of the best in the country this is the key strength
converted to the company.
 Research & Development for improvement of products, technology innovation in
the production process is another major strength of HUL.
 Very large spectrum of well establishes brands ensure in long run growth and
above average returns.
 Economics of scale and economies of scope through large size and diversification.
 Technologically and operational support from the parent company i.e. Unilever.
Weakness Suffered by HUL
 Inappropriate diversification resulting in higher prices (because of high variety
cost is higher).
 Very complex organization resulting in role conflicts.

Opportunities Offered by Environment:

 Very large population of India is tremendous opportunity for Fast Moving
Consumer Goods (FMCG).
 Competitor effectiveness to produce high quality, low cost produces is poor. Most
of the competitors are small in size that’s why the cost of production is high.
 Income level of customer is steadily rises there by offering by an opportunity to
sell branded products as against unbranded products.
 Stable, legal, political environment that offers good potential for growth.

Threats Faced by the HUL:
 One of the major threat the HUL is facing is from smaller companies producing
smaller companies producing products similar to HUL because the production
process is not highly technically.
 Most of the product of HUL are by nature low cost items therefore the risk
involved on the part of customer is less this results in brand loyalties nor
sustainable in long run.



Though HUL seems to be ruling the roost in various segments of household goods
industry, findings suggest that its marketing strategies are not without loopholes. Let
us have a look at these loopholes or limitations in brief.
 One very striking limitations is the fact that even though these products with all-
percasive marketing and distribution channels, flourishing increasingly in
different parts of the world there appears to be a visible lack of channels
providing them substantial access to semi-urban and rural areas. In other words,
the products of HUL have a weaker grassroots bases.
 The availability of these products to common people does not only depend on
marketing network, but also on the advertising strategies adopted by HUL. On this
count culinary products don’t seem to offer much to create any stir and betray
manifest upward trends in terms of widening consumer base.
 The pricing strategy adopted by HUL shows considerable fluctuation, which has
led the consumer base to remain almost stagnant in many segments. Usually, the
prices of these products are too high to make these affordable to the common
masses and particularly those belonging to low-income groups. This phenomenon
seems to be most evident in culinary goods segment, which constitutes the
backbone of HUL’s industrial base.
 Agricultural pursuits have not yet attained the status of industrial activities to a
considerable degree. So, the supply mechanism adopted by HUL for the raw
materials tends more often to suffer from a kind of unpredictability syndrome in
terms of communication and planning. On certain occasions, the readily available
agricultural input is too low to cater to the needs of manufacturers because
‘cultivation for industrial production’ or ‘industry-oriented farming’ is not popular
concepts even today in many countries of the world including India.
 Though, the facilities of transportation and logistics for the supply of raw material
don’t lack substantiality as much in case of HUL as most other players in the
industry even HUL is not totally luinune to the problems posed by it. On many
occasions, transportation costs are too high, which affect the overall pricing
strategy adopted by HUL.

 HUL manufactures a large range of products along with those we call culinary
products. This diversification in products. But culinary products are usually
bracketed with other (major) products in case of these companies. So, no serious
or special attention is paid to devising separate or exclusive strategies for these
products. It makes their brand name rather than considerations of their qualitative
excellence the most significant criterion for their survival in the impredicable and
at times, precarious situation of consumer.



As it is obvious from the study the products of HUL have approached the high water
mark of sale in the global consumer market. However, there are genuine reasons to
observe that they have yet to attain the cutting edge status on many counts. In this
regard a few suggestions can be made to give the required boost to the marketing
prospects of HUL products. These can be summed up as follows:
 An attempt should be made by HUL management to tap all the potentials
offered by the global market by devoting a more substantial, efficient and better
equipped resource base. This task can be accomplished in the first place by
implementing a stronger and more ending distribution channel for various
products so that even those sections of consumers who are not accessible so
easily, can be covered with greater ease.
 Efficient infrastructural base coupled with better and more comprehensive
advertising strategies should be resorted to; though HUL is presently surfing
ahead of others on the path of taking some great initiatives it should be more
concerned about it for the purpose of corporate image building.
 Agricultural pursuits required to meet the demands of certain agro based and
culinary product segments should be more planned, systematized, efficiently
viable and less cost-effective.
 The price structure for various products should be more within the limit of
affordability for consumers; the grassroots consideration in this regard should not

be ignored. Here, the policy of loco-centric rather than uniform price structure
would certainly be more advantageous.
 Industrial manufacturing units of these products should be set up at places
lying nearest to the places where sources and raw materials for different products
could be available in the easiest possible way.
 HUL should go for more planned and sensible marketing and advertising
strategies with a view to accomplishing the task of global brand image buildings.
 Hypermarketing and retailing network should get special attention as vital
components of HUL’s marketing policy.



A look at the contemporary profit of the global industrial segment of household

goods brings it into clear focus that the situation prevailing in major markets is very
much in favour of HUL. The fact that should be acknowledged on the basis of current
trends betrayed by this segment tells us that HUL veritably stand out as on
indisputable market leader in this field and is sure to surge way ahead of other
players in future. The competitive strength, strategic acumen and ability to reach out
for a considerably larger consumer base that the company has been able to attain
through the years since its inception also point to this fact categorically.

An extremely pertinent views that emerges out of it amply suggests that it is the
dominance of HUL operating under the banner of Unilever in most of the countries
that contribute in a large measure to the creation of a market situation in which
consumers are nearly forced to purchase their ‘choice’ at prices that might not be in
congruence with their speculations and calculative consideration of affordability –
something that largely determines the phenomenon called consumer behaviour. It is
absolutely doubtless to assume are incomparable in term of their qualitative

It is a bit surprising to observe that HUL is the market leader even though it’s capable
of manufacturing and marketing a vast range of products with an international
consumer base. Moreover, the tie-up of Prima India with HUL reflects that the latter
is not unwilling to share its technological expertise and infrastructural contrivances
with others. So, inspite of the near monopoly situation caused by HUL’s presence in
the global market, it points to a healthy flexibility in the company’s fundamental

Another very striking aspect of HUL’s global marketing strategy and operations, as it
has been pointed out and dwelt upon in the present study, is its enormous ability to
capitalize on the resources available to it. The company has had the distincting of
taking determined steps to maximize opportunities of image building in the global
market. In order to accomplish this task, the management of HUL is poised to keep
infusing new spirit in its HRM wing in order that it may veritably serve as an
instrument for proliferating marketing prospects for HUL products. That way both
internal and external marketing are taken cognizance of with identical sense of
concern. This approach draws sustenance from the comprehensive international
network of overseas operation centres, associates, agents and allies.



• Kotler P., (2000), Marketing Management, Millennium Edition, Prentice Hall of
India, New Delhi.
• A&M
• Business Barons
• Business Today
• Business World
• The Economic Times.
• The Indian Express.
• The Business Standard.
• The Hindustan Times.
Internet website
• www.google.com
• www.indiainfoline.com
• www.hul.com
• www.unilever.com
• www.altavista.com