REGIONAL COLLEGE

OF PROFESSIONAL STUDIES & RESEARCH

Affiliated to MJP Rohilkhand University, Bareilly

Pilibhit Bypass, BAREILLY (UP)

PROJECT ON

HINDUSTAN UNILEVER LTD

(TITLE OF PROJECT)

(LOGO OF PROJECT COMPANY)

2016-2017

SUBMITTED BY:

ABDUL ALEEM

B.COM. (HONOURS) – II Year.

 REGIONAL COLLEGE
OF PROFESSIONAL STUDIES & RESEARCH
Affiliated to MJP Rohilkhand University, Bareilly
Pilibhit Bypass, BAREILLY (UP)

CERTIFICATE
THIS IS TO CERTIFY THAT THE PROJECT TITLED

“HINDUSTAN UNILEVER LTD”

(Title of Project)
HAS BEEN PREPARED BY

Abdul Aleem
AS PER REQUIREMENT OF CURRICULUM OF B.COM. (HONOURS)- II Year.
THIS WORK IS AS PER GUIDELINES LAID OUT FOR THE SAME AND IS WORTHY OF APPROVAL.

Signature of Panel of Teachers

Dr. Anjali Chaudhary
Dr. Priya Verma
Miss Surya Lata
 REGIONAL COLLEGE
OF PROFESSIONAL STUDIES & RESEARCH
Affiliated to MJP Rohilkhand University, Bareilly

Pilibhit Bypass, BAREILLY (UP)

ACKNOWLEDGEMENT
I AM EXTREMELY THANKFUL TO ALL THOSE WHO HAVE HELPED ME IN COMPLETION OF MY

PROJECT TITLED

“HINDUSTAN UNILEVER LTD”.

MY PROJECT WOULD NOT HAVE COMPLETED WITHOUT THE ENCOURAGEMENT, GUIDANCE
AND MOTIVATION PROVIDED TO ME BY Dr. Anjali Chaudhary, Dr. Priya Verma and
Miss Surya Lata mam. LASTLY, I WOULD THANK ALMIGHTY GOD FOR GIVING ME
COURAGE, WILL AND INTELLIGENCE TO COMPLETE THIS WORK.

abdul aleem
B.Com. (Hons)
II Year
 CHAPTER 1

RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
 CHAPTER 2

INTRODUCTION
 INTRODUCTION

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer

Goods Company, touching the lives of two out of three Indians with over 20

distinct categories in Home & Personal Care Products and Foods & Beverages.

The company’s Turnover is Rs. 20, 239 crores (for the 15 month period – January

1, 2008 to March 31, 2009).

Hindustan unilever limited is a subsidiary of Unilever, one of the world’s leading

suppliers of fast moving consumer goods with strong local roots in more than 100

countries across the globe with annual sales of €40.5 billion in 2008. Unilever has

about 52% shareholding in HUL. Hindustan Unilever was recently rated among the

top four companies globally in the list of “Global Top Companies for Leaders” by

a study sponsored by Hewitt Associates, in partnership with Fortune magazine and

the RBL Group. The company was ranked number one in the Asia-Pacific region

and in India.

The mission that inspires HUL's more than 15,000 employees, including over

1,400 managers, is to “add vitality to life". The company meets everyday needs for

nutrition, hygiene, and personal care, with brands that help people feel good, look

good and get more out of life. It is a mission HUL shares with its parent company,

Unilever, which holds about 52 % of the equity.

Heritage

HUL’s heritage dates back to 1888, when the first Unilever product, Sunlight, was

introduced in India. Local manufacturing began in the 1930s with the

establishment of subsidiary companies. They merged in 1956 to form Hindustan

Lever Limited (The company was renamed Hindustan Unilever Limited on June

25, 2007). The company created history when it offered equity to Indian

shareholders, becoming the first foreign subsidiary company to do so. Today, the

company has more than three lakh resident shareholders.

HUL’s brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,

Sunsilk, Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr,

Annapurna, Kwality-Walls - are household names across the country and span

many categories - soaps, detergents, personal products, tea, coffee, branded staples,

ice cream and culinary products. They are manufactured in over 35 factories,

several of them in backward areas of the country. The operations involve over

2,000 suppliers and associates. HUL's distribution network covers 6.3 million retail

outlets including direct reach to over 1 million.

HUL has traditionally been a company, which incorporates latest technology in all

its operations. The Hindustan Lever Research Centre (now Hindustan Unilever

Research Centre) was set up in 1958

Doing well by doing good

HUL believes that an organisation’s worth is also in the service it renders to the

community. HUL focuses on hygiene, nutrition, enhancement of livelihoods,

reduction of greenhouse gases and water footprint.It is also involved in education

and rehabilitation of special or underprivileged children, care for the destitute and

HIV-positive, and rural development. HUL has also responded in case of national

calamities / adversities and contributes through various welfare measures, most

recent being the relief and rehabilitation of the people affected by the Tsunami

disaster, in India.

HUL’s Project Shakti is a rural initiative that targets small villages populated by

less than 5000 individuals. Through Shakti, HUL is creating micro-enterprise

opportunities for rural women, thereby improving their livelihood and the standard

of living in rural communities. Shakti also provides health and hygiene education

through the Shakti Vani programme.The program now covers 15 states in India

and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000

villages and directly reaching to over three million rural consumers.

HUL also runs a rural health programme, Lifebuoy Swasthya Chetana. The

programme endeavours to induce adoption of hygienic practices among rural

Indians and aims to bring down the incidence of diarrhoea. It has already touched

120 million people in approximately 50, 676 villages across India.

If Hindustan Unilever straddles the Indian corporate world, it is because of being

single-minded in identifying itself with Indian aspirations and needs in every walk

of life.
 CHAPTER 3

ORGANIZATION STRUCTURE
 ORGANIZATION STRUCTURE

History of HUL

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of

Sunlight soap bars, embossed with the words "Made in

England by Lever Brothers". With it, began an era of marketing branded Fast

Moving Consumer Goods (FMCG).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and

Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the

market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati

Manufacturing Company, followed by Lever Brothers India Limited (1933) and

United Traders Limited (1935). These three companies merged to form HUL in

November 1956; HUL offered 10% of its equity to the Indian public, being the first

among the foreign subsidiaries to do so. Unilever now holds 52.10% equity in the

company. The rest of the shareholding is distributed among about 360,675

individual shareholders and financial institutions.

The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the

company had launched Red Label tea in the country. In 1912, Brooke Bond & Co.

India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through

an international acquisition. The erstwhile Lipton's links with India were forged in

1898. Unilever acquired Lipton in 1972 and in 1977 Lipton Tea (India) Limited

was incorporated.

Pond's (India) Limited had been present in India since 1947. It joined the

Unilever fold through an international acquisition of Chesebrough Pond's USA in

1986.

Since the very early years, HUL has vigorously responded to the stimulus of

economic growth. The growth process has been accompanied by judicious

diversification, always in line with Indian opinions and aspirations. The

liberalisation of the Indian economy, started in 1991, clearly marked an inflexion

in HUL's and the Group's growth curve. Removal of the regulatory framework

allowed the company to explore every single product and opportunity segment,

without any constraints on production capacity.

Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one

of the most visible and talked about events of India's corporate history, the

erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from
April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited,

formed a 50:50 joint venture, Lakme Unilever Limited, to market Lakme's market-

leading cosmetics and other appropriate products of both the companies.

Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50%

stake in the joint venture to the company.

HUL formed a 50-50 joint venture with the US-based Kimberly Clark Corporation

in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex

Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited

(UNL), and its factory represents the largest manufacturing investment in the

Himalayan kingdom. The UNL factory manufactures HUL's products like Soaps,

Detergents and Personal Products both for the domestic market and exports to

India.

The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on

the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired

Kothari General Foods, with significant interests in Instant Coffee. In 1993, it

acquired the Kissan business from the UB Group and the Dollops Ice-cream

business from Cadbury India.

As a measure of backward integration, Tea Estates and Doom Dooma, two

plantation companies of Unilever, were merged with Brooke Bond. Then in 1994,
Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India

Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional

Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen

Desserts. By the end of the year, the company entered into a strategic alliance with

the Kwality Ice-cream Group families and in 1995 the Milk-food 100% Ice-cream

marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal

restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL

in 1998. The two companies had significant overlaps in Personal Products,

Speciality Chemicals and Exports businesses, besides a common distribution

system since 1993 for Personal Products. The two also had a common management

pool and a technology base. The amalgamation was done to ensure for the Group,

benefits from scale economies both in domestic and export markets and enable it

to fund investments required for aggressively building new categories.

In January 2000, in a historic step, the government decided to award 74 per cent

equity in Modern Foods to HUL, thereby beginning the divestment of government

equity in public sector undertakings (PSU) to private sector partners. HUL's entry

into Bread is a strategic extension of the company's wheat business. In 2002, HUL

acquired the government's remaining stake in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of

the Amalgam Group of Companies, a leader in value added Marine Products

exports.

HUL launched a slew of new business initiatives in the early part of 2000’s.

Project Shakti was started in 2001. It is a rural initiative that targets small villages

populated by less than 5000 individuals. It is a unique win-win initiative that

catalyses rural affluence even as it benefits business. Currently, there are over

45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states and

reaching to over 3 million homes.

In 2002 In 2002, HUL made its foray into Ayurvedic health & beauty centre

category with the Ayush product range and Ayush Therapy Centr es. Hindustan

Unilever Network, Direct to home business was launched in 2003 and this was

followed by the launch of ‘Pure-it’ water purifier in 2004.

In 2007, the Company name was formally changed to Hindustan Unilever Limited

after receiving the approval of share holders during the 74th AGM on 18 May

2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark the

same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in

2008.

On 17th October 2008, HUL completed 75 years of corporate existence in India

 CHAPTER 4

PRODUCT RANGE
 PRODUCT RANGE

HOME CARE PRODUCTS:

Surf Excel was introduced in 1959. It is apioneer in the Indian detergent powder

market, Surf Excel has constantly upgraded itself over the years, to answer the

constantly changing washing needs of the Indian homemaker. Today Surf Excel

offers outstanding stain removal ability on a wide range of stains. Surf Excel quick

wash is powered with a path-breaking technology- it reduces water consumption

and time taken for rinsing by 50%. It is a significant benefit, given the acute water

scarcity in most of India.

VIM BAR

Created in 1885, the Vim brand is still innovating and using the magic of natural

ingredients to create unbeatable results over a hundred years later.

 Key Facts

 Vim was the original hand dishwashing brand: so we invented the whole category!

 Vim is sold in four continents, is the leading hand dishwashing brand in twenty

countries, and is available to more than 2 billion people around the world.

 Vim began life as a soap (both in England, and in Thailand, where King Rama V

asked Unilever to supply his household with soap), but is now available as a

complete range of hand dishwashing – including bars, powders and liquids.

Cif- The World’s leading cream cleaner which gives you the power to deal with

the toughest dirt is now in India.

 Key Facts

 Cif is the number 1 cream cleaner in the World.

 It is the number one cleaner in various countries including France, Germany,

Russia.

 It’s a 500 million Euro Brand.

 Cif is Sold in 51 countries around the globe.

Food brands

HUL is one of India’s leading food companies. Our passion for understanding what

people want and need from their food - and what they love about it - makes our

brands a popular choice

 In the year 1962, Brooke Bond India creates the branded roast and ground

coffee segment launching Deluxe Green Label. 1968 gave birth to the first

instant coffee chicory mix under the brand name Bru.

Key Facts

 Number 1 Coffee brand in India

 Unilever's only Coffee brand

 Enjoys a rich heritage, came into existence in 1962 under the brand name Deluxe

Green Label

 Consistently offering better and newer products to the consumer through improved

packaging solutions and innovative product formats

 Enjoys a strong presence at various out of home locations

 Unilever is the world's biggest ice cream manufacturer, operating under the

Heartbrand.

 Heartbrand products are sold in more than 40 countries worldwide and has an

annual turnover of €5 billion

 Also sold as Algida in Italy & Turkey, Langnese in Germany, Kibon in Brazil,

Streets in Australia and Ola in the Netherlands

TAJ MAHAL

 Taj Mahal was launched in 1966 by Brooke Bond.

 Taj Mahal is the most premium brand of tea in the Indian market.
 It was the first brand to launch tea bags and is the only tea brand in India to be sold

in Vacuum sealed packs.

 Since 2006, Saif Ali Khan is the brand ambassador.

Personal care brands

Our personal care brands, including Axe, Dove, Lux, Pond's, Rexona and Sunsilk,

are recognised and love by consumers across India. They help consumers to look

good and feel good – and in turn get more out of life.

Launched first in the US in 1957; is one of the leading brands of Unilever globally.
 Dove has its footprint in 80 countries worldwide with a range of superior products

from bar, lotions, body washes, face care and creams.

 It is the leading bar brand in UK, US and Canada.

 Fastest growing hair category brand in India

LAKME

Lakme was the first major beauty brand in India and takes pride in being the expert

on Indian Beauty for over 50 years.

 It is complete beauty brand spanning colour cosmetics, skin care & hair styling

products and extending to beauty services through the network of Lakme Beauty

Salons.

 Its bond with beauty and fashion is manifested through the Lakme Fashion Week,

which is now the largest fashion event of its kind in the country.

 Lakme has a foot print of over 1200 assisted sales outlets, which is the largest span

of outlets with “Beauty Advisors” in the country.

Lifebuoy, an undisputed market leader for 112 years, has a compelling vision “to

make 5 billion people across the world, feel safe and secure by meeting their

personal care hygiene & health needs”

Key facts
 Undisputed Leader in the soaps market of India, with 18.4% share.

 Turnover of €350 million a year globally, € 200 million in India.

 Has a consumer base of 140 Million households in India

 The iconic jingle of Lifebuoy – “tandrusti ki raksha…..” is almost like the health

anthem of India and Indians

 Recent Awards:Voted in the top 10 most trusted brands in India in the “Brand

Equity Survey” (came in at No. 9 in 2008 as well)Marketing excellence awards for

its recent innovations and activations:

o “Gold” at the Emvies 2008 for best use of media innovation

o ASIA Pacific CSR Award 2007, for Lifebuoy Swasthya Chetna

WATER

Pureit is the world’s most advanced in-home water purifier. Pureit, a breakthrough

offering of Hindustan Unilever (HUL), provides complete protection from all

water-borne diseases, unmatched convenience and affordability.

Pureit’s unique Germkill Battery technology kills all harmful viruses and bacteria

and removes parasites and pesticide impurities, giving you water that is "as safe as

boiled water". It assures your family 100% protection from all water-borne

diseases like jaundice, diarrhea, typhoid and cholera. What’s more, it doesn’t need

gas, electricity or continuous tap water supply.

Pureit not only renders water micro-biologically safe, but also makes the water

clear, odourless and good-tasting. Pureit does not leave any residual chlorine in

the output water The output water from Pureit meets stringent criteria for
microbiologically safe drinking water, from one of the toughest regulatory

agencies in the USA, EPA (Environmental Protection Agency).

 CHAPTER 5

PLANT LOCATION
PLANT LOCATION
 CHAPTER 6

MARKET SHARE
 MARKET SHARE

MUMBAI: India is washing its dirty linen all right, but is increasingly less public about it.

In 2016, listed laundry behemoths Hindustan Unilever and Procter & Gamble either lost market

share to regional and local brands or showed signs of fatigue: From the standpoint of market-

share gains, the year wasn’t the very best either for NirmaBSE 0.06 % — the original local

challenger to the transnational detergents brands.

 CHAPTER 7

MARKETING STRATEGIES
 MARKETING STRATEGIES

1)HUL’S NEW GROWTH STRATEGY:

After having fought a bitter price battle for market share with its rivals, Hindustan

Unilever Ltd (HUL), Indian subsidiary of the Anglo- Dutch consumer goods

company Unilever Plc, is now working on a new growth strategy for its laundry

business.

“Price cut or hike is not a long-term growth strategy. Pricing, in fact, is now

passe,” insists Sudhanshu Vats, category head, home care. “Our strategy for

growth, now is focused on product innovation, new consumer and retail trends and

aggressive marketing and promotions,” he said.

This comes even as Unilever is scouting for a potential buyer for its laundry

business in the US.

HUL says it is quite upbeat about the segment and says the laundry segment is one

of its “key growth areas. “We have done key innovations across the product

portfolio and it is working for us,” says Vats. “We successfully migrated from Rin

Supreme to Surf Excel and Wheel Smart Srimati—which was rolled out in 2006—

is also on the right track.”

HUL’s market share in the laundry segment grew to around 37.8% in the quarter

ended June from 35.5% in the same period last year, according the market research

firm ACNielsen. However, this time, the increase was not at the expense of price

war with its multinational rival Procter & Gamble Co. P&G also gained 0.5

percentage points, up to a 7.6% share. Nirma Ltd, the Ahmedabad- based

manufacturer, however, saw its market share dip by 1.7% percentage points to

13.5%.

Wheel, a value brand that, according to Vats contributes around 50% of HUL’s

laundry segment revenues, increased its market share by 2 percentage points in the

same period, with a total share of about 18%.

According to ACNielsen, the laundry industry in India was worth Rs7,908 crore in

2006 and rose 8.4% over 2005. HUL doesn’t report its laundry revenues separately

but puts them under the soaps and detergent category.

In 2006, HUL’s soaps and detergents segment contributed around Rs5,596 crore to

the company’s total sales of Rs12,103 crore. “Laundry has been an attractive

segment in the past and is likely to keep growing in the near future. The recent

price war between companies led to erosion in their profitability but now, the

industry is stabilizing,” says Unmesh Sharma, an analyst at Macquarie Securities

here.
According to Vats, the laundry business is witnessing a surge in demand from

cities and HUL is focusing on Tier I and II cities to tap that demand.

2)SUSTAINABILITY STRATEGY

We have a long-standing set of values and principles that guides our behaviour.

These values underpin our approach to sustainability.

We have always been a business driven by a strong set of values. Today those

values are as important as ever. We now know that the well-being of society and

the environment is critical to our ability to grow.

Our Sustainability strategy

Unilever’s vision is to double the size of its business while reducing the overall

impact on environment. This new vision recognises that the world is changing,

populations are growing and the rise in incomes is fuelling a growth in the demand

for consumer products. Products like ours rely on an increasingly constrained set of

natural resources, whether it is fuel, water, or other raw materials.

In Hindustan Unilever Limited (HUL), the principle of Corporate Responsibility

(CR) is an integral part of our commitment to all our stakeholders – consumers,

customers, employees, the environment and the society that we operate in.
Today, India is battling multiple issues like water scarcity, poverty, and problems

arising out of low awareness of health, hygiene, and nutrition. If these issues are

not addressed soon, they will create insurmountable barriers to business growth.

We believe that helping society prosper and ensuring a sustainable future for the

planet goes hand in hand with our goal of ensuring growth that is competitive,

profitable, and sustainable for our organisation.

Our contributions have to be substantial and sustainable, which is why we are not

just banking on our philanthropic programmes, but are transforming our core

business practices as well. Even the seemingly small innovations in our brands and

business processes can lead to a big difference in society as we touch the lives of

two out of every three Indians.*

For example, if one household uses Surf Excel detergent, it can conserve two

buckets of water per wash. A million Indian households using Surf Excel can save

enough water for meeting the basic hygiene needs of many Indians. Thus, small

individual actions multiplied with our large consumer base will make a big

difference in combating the issues society faces.

We will further demonstrate that successful business strategies are driven by

responsible business practices. The key to this approach is developing a CR

framework which integrates the social, economic, and environmental agenda with

our business priorities – growing markets, maintaining the competitive edge,

enjoying goodwill in the communities we operate in, and building trust and an

exceptional reputation. Hence, in the future, the three cornerstones for CR

integration with business at HUL will be:

Growing markets responsibly:

We will address issues related to hygiene and nutrition through product

innovations and awareness. Gathering information about the concerns expressed by

consumers, communities, and stakeholders can help us identify opportunities for

innovation at the category, brand, and marketing plan level. We have a very strong

and trusted position in India and we can leverage this to our competitive

advantage.

Ensuring sustainable practices in our operations:

To secure a thriving future, we need to establish sustainable sources for raw

materials. Being a company that is heavily dependent on water, agriculture, fuels

and petrochemicals, we must plan now for a future in which water could be scarce,

agriculture could be under pressure, and fuels will be expensive. Our consumers
add up to two-thirds of the Indian population, hence addressing sustainability

issues is a high priority.

Building a good reputation through responsible leadership:

CR is one of the key components of reputation and trust. A good reputation can be

a major competitive advantage and can build employer brand and consumer

loyalty.

3)Engaging with our stakeholders

Listening to others and learning from our stakeholders informs our decision-

making, strengthens our relationships and helps us succeed as a business.

Stakeholder engagement for identifying issues that are material to us:

We appointed SustainAbility International to conduct stakeholder engagement on

our behalf. They analysed and assimilated the expectations of stakeholders

regarding issues that matter to them. These expectations were similar to the areas

identified by us, where HUL's contribution could create a significant impact.

Scoping the areas for intervention

While the issues are many, it is necessary to address them in a systematic manner

to make a real difference. Instead of spreading thin across all issues, we have

chosen to work on five areas to ensure a deep impact.

These areas have been arrived at using the output from our stakeholder

engagement process and areas which we are poised to address through our

business.

Key messages from stakeholders

‘Target. Allocate resources. Achieve those targets. This is more critical than

just being visible & talking about it.’

- ‘We feel that some Indian companies can be leaders in their respective sectors.

HUL has the potential to be such a leader.’

- ‘Invest for your markets – don't do social work, it isn't your ballgame.’

- ‘Please make money out of it. When you make money out of it, things are going

to change.’
 4)Governance

We aim to have strong governance structures in place to manage our social and

environmental responsibilities carefully and thoughtfully.

Corporate Responsibility at HUL is led by the CEO and the Management

Committee (MC) of the company. The MC governs the sustainability strategy with

a view of key strategic approaches and seeks reports on impacts and efforts against

clear targets.

Each of the nine cells (in the daigram shown in Sustainability strategy section) is

owned by an MC member. For the execution of the strategy there is a team of 12

Sustainability Governing Council (SGC) members based on their respective

functions.

Sustainability Governing Council

The Sustainability Governing Council is responsible for:

 Recommending sustainability priorities for approval by the MC and monitoring its

progress

 Recommending HUL's positions on critical issues for approval by MC

 Receiving stakeholder feedback

The role of the SGC is formalised, with a clear mandate and terms of reference

outlining its mission, purpose, membership, meeting schedule, and reporting

systems.

External commentary

We shared our sustainability strategy with leading external experts from diverse

backgrounds. Below you can read their comments on our sustainability strategy.
View of leading external experts on HUL’s sustainability strategy

‘The long-term strategy and roadmap provides a comprehensive approach towards

meeting future sustainability challenges, especially with respect to resources such

as water and energy.’

- Shirish Sinha, Head Climate Change & Energy Programme, WWF

‘We are happy with the focus on linking the business processes with corporate

responsibility. Social impact has to be central to business processes, which is

brought about by HUL's strategy. Corporate responsibility via business strategies is

the way forward.’

- Ibrahim H. Rehman, Director, Social Transformation Division, TERI

‘The tying up of your strategic threads is excellent. Ensure that you carry it

through action!’

5)COMPETATIVE STRATEGY

As Competition Heats Up, India’s Top Consumer-Products Company Woos

Affluent Shoppers With Global Brands Like Dove, While Cooking Up Its Foods

Biz
The middle-aged Briton strolling the aisles and checking out the products doesn’t

attract much notice from other shoppers in Mumbai’s Hypercity, the India

hypermarket chain. That’s how Douglas Baillie likes it. Baillie, the managing

director of Hindustan Unilever, India’s premier consumer-products company,

wants to see how his products are stocked, what consumers are buying, and how

shoppers are reacting to competitive brands. It’s primary market research at its

most elemental, and it’s best done incognito.

Hindustan Unilever has traditionally relied on small traders and mom-and-pop

corner stores to retail its products. But India’s recent retail boom has created large

stores and malls, so the company wants to make sure it’s in with the new

marketing crowd. Hence Baillie’s Hypercity visits, and the calls he makes on the

headquarters of the big retail chains.

This is quite a change for Hindustan Unilever, whose executives used to have

emissaries make obeisance at Lever house in downtown Mumbai. “I can’t imagine

any head from Lever House ever visiting other company offices like this,” says an

amazed Damodar Mall, chief executive of innovation and incubation at Pantaloon

Retail, India’s largest retailer and a former manager at Hindustan Unilever.

6)OTHER STRATEGY

 Grow ahead of market by leading market development activites.

 leverage positive impact of growing Indian economy on consumer spending.

 Grow a profitable foods and top end business.

 Grow the bottom-line ahead of top line.

 Strong commitment to sustainable development.

CHAPTER 8

COMPETITOR
 COMPETITORS

Ador Multiproducts Ltd.

Amar Remedies Ltd.

Bajaj Corp Ltd.

Colgate-Palmolive (India) Ltd.

Dabur India Ltd.

Emami Ltd.
 CHAPTER 9

DATA ANALYSIS
 DATA ANALYSIS

1. Do you use Hindustan Unilever ltd?

Yes No

85 5

Interpretation:

Most of the consumers are using Hindustan Unilever ltd and very few use detergent cake.
2. Which brand comes in your mind when you think of Hindustan Unilever ltd?

Nirma 30
Tide 15
Surf-excel 32
Rin 10
Any other 3

3
10

30
Ariel
Tide
Surf-excel
Rin
Any other
32

15

Interpretation:

Surf-excel is the most popular Hindustan Unilever ltd followed by NirmaHindustan Unilever ltd.

Next comes tide which is mostly consumed by medium class people.

3. Which factor is more important for you?

Quality 32
Price 26
Packaging 12
Quantity 20

20

32
Quality
Price
Packaging
12 Quantity

26

Interpretation:

Quality is the most important factor which influences a consumer to buy a particular Hindustan
Unilever ltd followed by price. Company therefore should always enhance the quality.
4. While purchasing a Hindustan Unilever ltd, what quantity do you usually go for?

500 gm 32
200 gm 25
1 kg 10
Sachet 23

Interpretation:

Most of the consumer buys 500 gm pack of NirmaHindustan Unilever ltd followed by 200 gm
and sachet. This shows that consumers do not buy detergent in large packs. Also the students
prefer to buy sachet.
5. How frequently do you buy a Hindustan Unilever ltd?

Monthly 22
Weekly 38
Daily 10
Can’t say 20

Interpretation:

Large number of consumer buys Hindustan Unilever ltd on weekly basis followed by monthly

basis. Very few customers are there who buy detergent daily.
6. Can a good advertisement influence your buying decision?

Yes No

58 22

Interpretation:

A good advertisement definitely affects buying decision of consumer by creating an image

about the product. As it helps in positioning in the mind of the consumers.
7. Which promotional activities affects you the most to buy Nirma Hindustan Unilever
ltd?

Advertisement 32

Offers and schemes 38

Display 12

Any other 8

40

35

30

25
Advertisement
20 Offers and schemes
38
15 32 Display
Any other
10

5 12
8
0
Advertisement Offers and Display Any other
schemes

Interpretation:

Consumers are conscious of offer and scheme and look for extra benefit in the product after
that advertisement affects the most. Therefore the company should concentrate on offer and
schemes.
8. Have you seen any promotional campaign of Ariel?

Yes No
38 52

Interpretation:

From the above graph it is clear that many detergent users have not seen any promotional
campaign of Ariel. Therefore company should conduct campaigns to create awareness about
Nirmabrand.
9. Are you satisfied with staining action of NirmaHindustan Unilever ltd?

Satisfied 32

Very satisfied 26

Neutral 22

Dissatisfied 10
Interpretation :

Most of the consumers are satisfied with the staining action of NirmaHindustan Unilever ltd
and veery few are there who are dissstisfied.. this shows the good quality about the product.
10. If you get extra benefit and offer in other brand (other than Ariel) would you like to switch
over ?

Yes 42

No 38

Can’t say 10

10

yes
42
No
can't say

38

Interpretation:

Many consumers say that they will switch to other brand if they will get extra benefit in some
other brand.
CHAPTER 10

FINDINGS
 FINDINGS

 The networks of the NIRMA are also good.

 In terms of timely delivery Hindustan Unilever ltd prefer most of the dealers because it
has own company depot. As a result timely delivery is possible.

 In spontaneously all the consumer knows about the Hindustan Unilever ltd. With it
there other companies like; wheel, Ghadi, Arial, etc.

 It was great to see the plant and machinery operating automatically. The management
and working environment of this unit is favorable.

 In the category of top of mind Hindustan Unilever ltd got the rank in top five in
detergent production companies.

 Company should increase its production strength because there is more demand in the
market for Hindustan Unilever ltd soap and detergent.

 Company should give different offer to the consumer to attract them.

 Company should launch more attractive shaped soaps and different colored detergent.
So consumer can not switch to other company.

CHAPTER 11

LIMITATIONS
 LIMITATION

 Lack of time (i.e. two months) it was not possible to reach all respondents.

 The lack of availability of time on respondent’s part.

 Some respondents were biased.

 Some respondents were not cooperative.

 CHAPTER 12

RECOMMENDATIONS & SUGGESTIONS

 RECOMMENDATION AND SUGGESTION

 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 thisregard a few suggestions can be made to give the

required boost to the marketingprospects of HUL products. These can be

summed up as follows:

 An attempt should be made by HUL management to tap all the

potentialsoffered 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

comprehensiveadvertising strategies should be resorted to; though HUL is

presently surfingahead of others on the path of taking some great initiatives

it should be moreconcerned about it for the purpose of corporate image

building.
 The price structure for various products should be more within the limit of

affordability for consumers; the grassroots consideration in this regard

should notbe ignored. Here, the policy of loco-centric rather than uniform

price structurewould certainly be more advantageous.

 HUL should go for more planned and sensible marketing and

advertisingstrategies with a view to accomplishing the task of global brand

image buildings.

 Hypermarketing and retailing network should get special attention as

vitalcomponents of HUL’s marketing policy

CHAPTER 13

CONCLUSION
 CONCLUSION

In recent years, the FMCG sector declined due to downtrading. Also because of

presence of large number of companies trying to seize this opportunity, this force

the old HUL for the change and thus, their transformation has resulted in a new

HUL, which has successfully faced this challenge and reversed this trend. It has

done so by substantially strengthening their brands and building capabilities. This

has already begun to yield benefits and they are returning to growth. Volume

growth is being followed by value growth, which in turn is bringing profit growth.

India is one of the most exciting markets offering great potential.Over the next 10

years, the per capita income in India is likely to double. In FMCG, there is an

opportunity to catalyze penetration, increase usage, and upgrade consumers. As a

result, the FMCG market is expected to grow to over Rs.100,000 crores from its

current base of Rs.40,000 crores.

The new Hindustan Lever see an exciting opportunity for growth. They have 35

powerful brands covering all segments, with leading market positions in most.

Today, these are stronger and more relevant to the consumer than ever. The people

are energized by the scale of the opportunity and determined to seize it. The scale

of the business and operations gives them the resources needed.They are delivering
good services and the changes they brought in the products are well taken by the

customers, by this they are generating sustainable profitable growth

BIBLOIGRAPHY

WEBSITES

www.hul.co.in

www.fmcg.com

www.google.com

www.economictimes.com

BOOKS

Kothari ,CR, research methodology

Philip kotler, marketing management