Submitted for the fulfillment towards the award of the degree in Master of Business Administration of U.P.Technical. University, Lucknow [2009-2011]

SUBMITTED BY MOHD. WAHID Roll.No-0915870041 MBA -3rd Sem


JANHIT INSTITUTE OF EDUCATION & INFORMATION GREATER NOIDA (Affiliated by Uttar Pradesh Technical University, Lucknow)


I wish to express my heartfelt appreciation to many who have contributed to this study. I would like to thank to Faculty Guide, JIEI, Greater Noida for her valuable guidance. I wish to express my gratitude to my faculty guide, who provided me with constant impetus to complete this project.



 Executive Summary  Introduction  Company Profile  Current Market Context  Exports Portfolios  Corporate Management  Research & Innovation Centre  Safety & Health Policy  Market Strategies  HLL Distribution Network  Pioneering Channels  Hindustan Unilever Ltd.  Competitors  Research Methodology  Future Scope  Findings, Data Analysis & Conclusion  Recommendations  Suggestions  Limitations  Bibliography (Annexure) Questionnaire


In another recommendation the suggestions towards better dealer interest in HUL products has been given a chance. it has been recognized as a Golden Super Star Trading House by the Government of India. Hence. An attempt has been made to formulate the communication in a way to build it on a platform of the basic need for buying HUL products. emerging marketing plans and understanding companies business strategy with its profile. touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. research aims is that to study the existing marketing practices.EXECUTIVE SUMMARY Hindustan Unilever Limited (HUL) is India’s largest Fast Moving Consumer Goods Company. 4 . The main recommendations have been made on the addressing of the advertising message to the customers.10. They endow the company with a scale of combined volumes of about 4 million units and sales of Rs. HUL is also one of the country’s largest exporters. 000 crores.

The study has given the researchers an inside of the Consumer durable Industry and an opportunity to use the theoretical knowledge in live project. Data has been collected through in depth interviews and administered questionnaires. 5 . however few references to industry figures from secondary data have been made.The research is based primarily on primary data.

Brooke Bond 6 . Fast Moving Consumer Goods (FMCG). By 1903. In 1912. 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. The rest of the shareholding is distributed among about 380. the company had launched Red Label tea in the country.000 individual shareholders and financial institutions.INTRODUCTION Over 100 years' link with India. HUL offered 10% of its equity to the Indian public. With it. The erstwhile Brooke Bond's presence in India dates back to 1900. began an era of marketing branded. visitors to the Kolkata harbor & noticed crates full of Sunlight soap bars. In 1931. In the summer of 1888. followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). Unilever set up its first Indian subsidiary.55% equity in the company. These three companies merged to form HUL in November 1956. Brooke Bond & Co. being the first among the foreign subsidiaries to do so. embossed with the words "Made in England by Lever Brothers". Unilever now holds 51. India Limited was formed. Hindustan Vanaspati Manufacturing Company.

HUL has vigorously responded to the stimulus of economic growth. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment. Unilever acquired Lipton in 1972. The growth process has been accompanied by judicious diversification. The erstwhile Lipton's links with India were forged in 1898. Since the very early years. without any constraints on production capacity. deregulation permitted alliances. acquisitions and mergers. started in 1991.joined the Unilever fold in 1984 through an international acquisition. 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. always in line with Indian opinions and aspirations. The liberalization of the Indian economy. clearly marked an inflexion in HUL's and the Group's growth curve. and in 1977 Lipton Tea (India) Limited was incorporated. Simultaneously. In one of the most visible and talked about events of India's 7 .

In 1992. which markets Huggies Diapers and Kotex Sanitary Pads. Nepal Lever Limited (NLL). acquisitions and alliances on the Foods and Beverages front. Lakme Limited. the erstwhile Brooke Bond acquired Kothari General Foods. Subsequently in 1998. it acquired the Kissan business from the UB Group and the Dollops Icecream business from Cadbury India. 1993. and its factory represents the largest manufacturing investment in the Himalayan kingdom. In 1995. The NLL factory manufactures HUL's products like Soaps. In 1993. the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL. to market Lakme's market-leading cosmetics and other appropriate products of both the companies. formed a 50:50 joint venture. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994.corporate history. with significant interests in Instant Coffee. Kimberly-Clark Lever Ltd. HUL has also set up a subsidiary in Nepal. 8 . Detergents and Personal Products both for the domestic market and exports to India. Lakme Lever Limited. The 1990s also witnessed a string of crucial mergers. HUL and yet another Tata company. effective from April 1. Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company.

Tea Estates and Doom Dooma. with effect from January 1. two plantation companies of Unilever. The two companies had significant overlaps in Personal Products. The two also had a common management pool and a technology base. In January 2000. in a historic step. 1996. besides a common distribution system since 1993 for Personal Products. Specialty Chemicals and Exports businesses. Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL). 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. The amalgamation was done to ensure for the Group. the company entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired. Finally. the government decided to award 9 . The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. By the end of the year. BBLIL merged with HUL. enabling greater focus and ensuring synergy in the traditional Beverages business. Then in July 1993.As a measure of backward integration. were merged with Brooke Bond.

a leader in value added Marine Products exports. 10 . HUL's entry into Bread is a strategic extension of the company's wheat business. In 2003. thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners.74 per cent equity in Modern Foods to HUL. HUL acquired the government's remaining stake in Modern Foods. HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies. In 2002.

They are manufactured in close to 80 factories.000 suppliers and associates. coffee.000 individual shareholders and financial institutions. Close-up. Clinic." HUL meets everyday needs for nutrition.55% of the equity. HUL's distribution network. Lakme. Surf Lifebuoy. Pepsodent. which incorporates latest 11 . Kwality Wall's – are household names across the country and span many categories .000 redistribution stockists. and personal care with brands that help people feel good. Kissan. Pond's. HUL's brands . The operations involve over 2. Brooke Bond. ice cream and culinary products. comprising about 7. Lux. directly covers the entire urban population.350 managers. including over 1.COMPANY PROFILE The mission that inspires HUL's 36.soaps. look good and get more out of life. Wheel. branded staples. The rest of the shareholding is distributed among 380.000 employees. personal products. and about 250 million rural consumers. is to "add vitality to life. Unilever. It is a mission HUL shares with its parent company. HUL has traditionally been a company. Knorr-Annapurna. detergents. hygiene. Rin. which holds 51. Sunsilk. Fair & Lovely. tea.

HUL has also responded in case of national calamities / adversities and contributes through various welfare measures. women empowerment. and now has facilities in Mumbai and Bangalore. many with postdoctoral experience acquired in the US and Europe. HLRC and the Global Technology Centres in India have over 200 highly qualified scientists and technologists. and water management. Shakti. HUL believes that an organisation's worth is also in the service it renders to the community. HUL is creating micro-enterprise opportunities for rural women. and relief & rehabilitation after the Tsunami caused devastation in South India. It is also involved in education and rehabilitation of special or underprivileged children. care for the destitute and HIV-positive. The Hindustan Lever Research Centre (HLRC) was set up in 1958. Through Shakti. Over the last three years the company has embarked on an ambitious programme. HUL is focusing on health & hygiene education. and rural development. Shakti also includes health and hygiene education through the Shakti Vani Programme. thereby improving their livelihood and the standard of living in rural communities. and 12 .technology in all its operations. most recent being the village built by HUL in earthquake affected Gujarat.

If Hindustan Lever straddles the Indian corporate world. HUL is also running a rural health programme – Lifebuoy Swasthya Chetana. The vision is to make a billion Indians feel safe and secure. it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.000 villages impacting the lives of over a 100 million rural Indians. 13 . HUL's vision is to take this programme to 100.creating access to relevant information through the iShakti community portal. The programme now covers about 50. The programme endeavtheirs to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhoea.000 villages in 12 states. It has already touched 70 million people in approximately 15000 villages of 8 states.



50 Mn $ Market Capitalisation .6 Individual 19.Hindustan Lever Limited Shareholding Pattern Flls 13.300 Mn $ 16 .8 Unilever 51.7.9 HUL Equity Capital .7 Domestic Fls 14.

their business partners and the world in which we live. look good and get more out of life. From HUL Spokesperson “To succeed requires the highest standards of behavior from all of us. Their first priority is to be a successful business and that means investing for growth and balancing short-term and long-term interests. 17 . Policy: HUL has earned a reputation for conducting its business with integrity and with respect for the interests of those their activities can affect. and personal care with brands that help people feel good. We meet everyday needs for nutrition. This reputation is an asset. The general principles contained in this Code set out those standards.PRESENT MARKETING STRATEGY: Mission: Hindustan Unilever Limited mission is to add Vitality to life. employees and shareholders. just as real as their people and brands. hygiene. but will not include any standards less rigorous than those contained in this Code. More detailed guidance tailored to the needs of different countries and companies will build on these principles as appropriate. It also means caring about their consumers.

• HUL are committed to safe and healthy working conditions for all employees. It must have practical value in their day-to-day business and each one of us must follow these principles in the spirit as well as the letter”. • HUL respect the dignity of the individual and the right of employees to freedom of association. Obeying the Law HUL companies and employees are required to comply with the laws and regulations of the countries in which they operate. 18 . HUL will recruit.ref: business world magazine. employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. Employees • HUL is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of the company. We will not use any form of forced. • HUL are committed to working with employees to develop and enhance each individual's skills and capabilities. compulsory or child labour.We want this Code to be more than a collection of high-sounding statements.

19 . as an integral part of society. Community Involvement HUL strives to be a trusted corporate citizen and. and which are safe for their intended use. structure. Products and services will be accurately and properly labelled. to fulfill their responsibilities to the societies and communities in which they operate. Shareholders HUL will conduct its operations in accordance with internationally accepted principles of good corporate governance. advertised and communicated.• HUL will maintain good communications with employees through company based information and consultation procedures. financial situation and performance to all shareholders. Consumers HUL is committed to providing branded products and services which consistently offer value in terms of price and quality. In their business dealings they expect their partners to adhere to business principles consistent with their own. regular and reliable information on their activities. They will provide timely. customers and business partners. Business Partners HUL is committed to establishing mutually beneficial relations with their suppliers.

They will work on the basis of sound science. both directly and through bodies such as trade associations. HUL will co-operate with governments and other organisations. Competition HUL believes in vigorous yet fair competition and supports the development of 20 . HUL will work in partnership with others to promote environmental care. applying rigorous standards of product safety. in the development of proposed legislation and other regulations which may affect legitimate business interests. increase understanding of environmental issues and disseminate good practice. Innovation In their scientific innovation to meet consumer needs they will respect the concerns of their consumers and of society.Public Activities HUL companies are encouraged to promote and defend their legitimate business interests. The Environment HUL is committed to making continuous improvements in the management of their environmental impact and to the longer-term goal of developing a sustainable business. HUL neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.

No undisclosed or unrecorded account. Business Integrity HUL does not give or receive. give or receive any gift or payment which is. a bribe must be rejected immediately and reported to management. No employee may offer. or offer of. 21 . bribes or other improper advantages for business or financial gain. Any demand for. whether directly or indirectly. or may be construed as being. HUL accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. Conflicts of Interests All HUL employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company. Their companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations. fund or asset will be established or maintained. HUL employees must not seek gain for themselves or others through misuse of their positions. a bribe.appropriate competition laws.

Assurance of compliance is given and monitored each year. The Board of Unilever expects employees to bring to their attention. any breach or suspected breach of these principles. and understood and observed by.V. Any breaches of the Code must be reported in accordance with the procedures specified by the Joint Secretaries. and Unilever PLC’. Compliance with the Code is subject to review by the Board supported by the Audit Committee of the Board and the Corporate Risk Committee. all employees..Compliance – Monitoring – Reporting Compliance with these principles is an essential element in their business success. In this Code the expressions 'Unilever' and 'Unilever companies' are used for convenience and mean the Unilever Group of companies comprising Unilever N. if necessary through more detailed guidance tailored to local needs. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so. or to that of senior management.V. The Unilever Board is responsible for ensuring these principles are communicated to. Unilever PLC and their respective subsidiary companies. The Board of Unilever means the Directors of Unilever N. They are responsible for implementing these principles. The Board of Unilever will not criticise management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions.ref:THE NEWS 22 . Day-to-day responsibility is delegated to the senior management of the regions and operating companies.

performance and safety. manufacturing. This document defines the aims and scope of the Policy as well as responsibilities for the achievement of the objectives laid down. 23 .Envoirment policy Hindustan Unilever Limited (HUL) supplies high quality goods and services to meet the daily needs of consumers and industry. on a scientifically established basis. The aim of the Policy is to do all that is reasonably practicable to prevent or minimise. the risk of an adverse environmental impact arising from processing of the product. from research to full-scale operation. This Policy document reflects the continuing commitment of the Board for sound Environment Management of its operations. The company recognises its joint responsibility with the Government and the Public to protect environment and is committed to regulate all its activities so as to follow best practicable means for minimising adverse environmental impact arising out of its operations. It is applicable to all company operations covering its plantations. the Company is committed to exhibit the highest standards of corporate behaviour towards its consumers. while fulfilling consumers' requirements for excellent quality. The company is committed to making its products environmentally acceptable. its use or foreseeable misuse. the societies and the world in which we live. employees. sales and distribution. encompassing all available knowledge and information. product and services. In doing so. research & innovation centres and offices. The Policy applies to development of a process.

Technology and Facilities.1 -2.5 01 02 03 24 . supported by Management Commitment as the prime driver. which focuses on People.4 -1. FMCG Markets Slowdown in growth & then 2 years of decline FM M CG arket (HLL Categories) G rowth% 00 8 6 4 2 0 -2 -4 6.The Vision Their vision is to continue to be an environmentally responsible organisation making continuous improvements in the management of the environmental impact of their operations.7 3. HUL will achieve this through an Integrated Environment Management approach.

5 -2.1 03 Q1 '04 Q2 '04 Q3 '04 Q4 '04 Pricing action in 2009: Price reduction 25 .Revival after 2 years of decline FMCG Market (HLL Categories) Growth% 02 8 6 4 2 0 -2 -4 -1.1 0.8 -2.FMCG Markets 2009 .8 2.0 6.

Price reduction (Bottles) & Value improvement (Sachets) 26 .

50% No mud Rin Perfect Radiance “5 in 1” hair health benefits Total Care Whiter teeth Fresher breath 27 .Investment Behind Brands Innovation & Superior Quality Family – safe Advance from germs Petalsoft Water & effort saving Quick wash .

Current Market Context Actions • Pricing –Laundry : Price Reduction –Shampoos: Value Improvement & Lower Price Points –Toothpaste: Value Corrections & SKU rationalization • Investments behind brands – Innovations – Quality – Higher A&P • Corrective actions in processed Processed Foods • Corrective actions – Phased stock reduction – Withdrawl of ‘03 innovation – Defocus of Atta in unviable geographies • Sales decline of 26% arising from above actions • Market shares held / improved Sales Growth% 28 .


PRODUCTS Lux Lifebuoy Liril Hamam Surf Excel Rin Wheel Sunsilk Naturals Clinic Axe Rexona Ayush Brooke Bond Lipton Kissan Knorr Annapurna Bru Breeze Dove Pears Rexona Fair & Lovely Pond's Pepsodent Close-up Lakme Kwality Wall's 30 .

It is a sourcing base for Unilever brands in Home & Personal Care (HPC) and Tea for supplies to other Unilever 31 . HUL in has cost developed and appropriate for a capabilities viable to be globally competitive Focus Areas quality Exports business. HUL's Exports focuses on two broad areas.India's Largest Branded FMCG Exporter It was 1962. India's economy then suffered from foreign exchange shortage. The reality of India then was very different from what it is today. Today. It has been recognized by the Government of India as a Golden Super Star Trading House. Over time. Hindustan Lever voluntarily decided to take up Exports to support the country's economy. HUL is India's largest exporter of branded Fast Moving Consumer Goods.

skin care products and oral care products. Hima. HUL has also become a part of Unilever's supply chain in seafoods for Europe too. The brands are Lux. Lipton Green Label. HUL enjoys international recognition within Unilever and outside for its quality. The branded teas are Brooke Bond. Marine Products: HUL offers a comprehensive portfolio. North America and Europe. It also focuses on becoming a preferred supplier to both nonUnilever and Unilever clients in three categories in which India.Marine Products. Signal. Lipton Yellow Label.companies. HUL's Exports geography comprises. Lipton Brisk. Crabsticks to Shrimps and several value-added products. Pears. Lifebuoy. Fair & Lovely. Pepsodent. the world's third largest seafood company. at present. Close-Up. and instant tea for Unilever's ready-todrink tea business. Shogun. Chinese Rickshaw. Ocean Excellence. Vaseline. In addition. Castor and its Derivatives and Rice. Lipton. Gold HUL is the only source of Pears soap across the world. HUL's Exports portfolio HPC: The categories are soaps. Among its customers is Icelandic. as a country. Brooke Bond Taj Mahal. Brooke Bond Red label. has competitive advantage . Dove. ranging from Surimi. 32 . countries in Asia. Lipton 3-in-1 premix. Tea: The categories are branded packet tea. reliability and speed of customer service. HUL's Marine Products brands are Ocean Diamond. Africa. Australia.

Rice: The categories are Basmati Rice and Basmati Rice-based ready-to-eat rice meals. Castor: The categories are Castor Oil. Ricinoleic Acid (used in grease and lubricant industry. BP grade. process competitiveness and economies of scale both at the company and country level. Tara and Prima.Hydroxy Stearic Acid. Direct Selling: Product Range • Lever home range • Male grooming • Oral Care • Ayurveda • Personal Wash • Foods Reach . Exports is a substantial business in HUL. Castor and Rice. They position the company to become one of the hubs for sourcing by Unilever companies in HPC and Tea. Rozana and Annapurna. DAB 10) etc used in pharmaceutical preparations. HUL's Castor brand is Topsol. 12 . paints and surface coatings. Today.000 33 . Castor-oil based products.Seal. hold it in good stead. and also simultaneously become a preferred partner to global customers in Marine Products. The brands are Gold Seal Indus Valley. emulsifiers).330.1400 towns (Largest in India) Consultant base . accounting for about 12% of the company's turnover. like hydrogenated castor oil. HUL believes that its competitive advantages of cost competitiveness. cosmetics. and Speciality Castor Oils (USP grade.

34 .

Verify compliance with these standards through regular auditing. HUL's aims are to:  Ensure safety of its products and operations for the environment by using standards of environmental safety. Provide for dissemination of information to employees on environmental objectives and performance through suitable communication networks. introduce and maintain environmental management systems across the company to meet the company standards as well as statutory requirements for environment.  Assess environmental impact of all its activities and set annual improvement objectives and targets and review these to ensure that these are being met at the individual unit and corporate levels.  Enctheirage suppliers and co-packers to develop and employ environmentally superior processes and ingredients and cooperate with other members of the supply chain to improve overall environmental performance.Accordingly.  Involve all employees in the implementation of this Policy and provide appropriate training.  Reduce Waste. 35 .  Develop. which are scientifically sustainable and commonly acceptable. conserve Energy and explore opportunities for reuse and recycle.

. The Management Committee will:  Set mandatory standards and establish environmental improvement objectives and targets for HUL as a whole and for individual units. Work in partnership with external bodies and Government agencies to promote environmental care. increase understanding of environmental issues and disseminate good practice.HUL environmental coordinator. through the nominated environmental coordinator will: 36 .  Formally review environment performance of the company once every quarter.A senior line manager responsible for environmental performance at the individual HUL site. and ensure these are included in the annual operating plans. Nominate: .  The Management Committee.  Review environment performance when visiting units and recognise exemplary performance. Responsibilities Corporate  The Board and the Management Committee of HUL is committed to conduct the company operations in an environmentally sound manner.

 Establish appropriate management systems for environment management and ensure regular auditing to verify compliance. When believed to be appropriate.  Establish systems for appropriate training in implementation of Environment Management Systems at work.  Ensure that all employees are made aware of individual and collective responsibilities towards environment. Ensure implementation of HUL Policy on environment and compliance with Unilever and HUL environmental standards and the standards stipulated under relevant national / local legislation.  Participate. Individual Units 37 . wherever possible.  Assess environmental impact of HUL operations and establish strategies for sound environment management and key implementation steps.  Enctheirage development of inherently safer and cleaner manufacturing processes to further raise the standards of environment performance. apply more stringent criteria than those required by law. with appropriate industry and Government bodies advising on environmental legislation and interact with national and local authorities concerned with protection of environment.  Arrange for expert advice on all aspects of environment management.

who will ensure implementation of HUL Policy on environment at unit level.  In order to fulfill the requirements of the Environment Policy at each site.  Ensure that the unit complies with Unilever and HUL mandatory standards and the relevant national and state regulations with respect to environment.  Ensure that all new operations are subjected to a systematic and formal analysis to assess environmental impact. The overall responsibility for environment management at each unit will rest with the Unit Head. Findings of such exercises should be implemented prior to commencement of the activity. the Unit Head will:  Designate a unit environment coordinator who will be responsible for co-ordinating environmental activities at unit.  Ensure formal environmental risk assessment to identify associated environmental aspects and take appropriate steps to control risks at acceptable levels.  Agree with the Management Committee Member responsible for the unit. 38 . collating environmental statistics and providing / arranging for expert advice. specific environmental improvement objectives and targets for the unit and ensure that these are incorporated in the annual objectives of the concerned managers and officers and are reviewed periodically. Concerned line managers / heads of departments are responsible for environmental performance at department levels.

 Sustain a high degree of environmental awareness through regular promotional campaigns and employee participation through training. Manage change in People.  Provide appropriate training to all employees.  Ensure dissemination of relevant information on environment within the unit and to outside bodies. emergency drills etc.  Ensure periodic audits to verify compliance with environment management systems and personally carry out sample environment audits to check efficacy of the systems. precommissioning audits and adherence to design codes.  technologies to prevent / control environmental Report environmental statistics to HUL Corporate Safety & Environment Group on a monthly basis.  Regularly review environment performance of the unit against set objectives and targets and strive for continual improvement. safety committees. Research and Innovation Centres Since most new products and processes are developed in these Units. risk assessment. certain additional 39 . and regularly interact with Government authorities concerned for protection of environment. Technology and Facilities through a planned approach based on training.  Maintain appropriate emergency procedures consistent with available incidents.

 Ensure that treatment techniques are developed for any wastes generated as a result of the new product/process and is incorporated into the process specifications. raw material and finished product handling. innovation and quality management across their businesses. QUALITY POLICY: Hindustan Unilever Limited markets in which it operates. the heads of these units will:  Ensure that a formal and systematic risk assessment exercise is undertaken during the process/product development stage with specific reference to environmental impact.responsibilities devolve on them to ensure implementation of the Environment Policy of the company. In addition to the Unit Head's responsibilities outlined above. products.  Transfer technology to the pilot plant and main production through a properly documented process specification which will clearly define environmental impact and risks associated with processes. transport and storage. considers quality as one of the principal strategic objectives to guarantee its growth and leadership in the 40 . The company is committed to respond creatively and competitively to the changing needs and aspirations of their consumers through relentless pursuit of technological excellence. and offer superior quality products and services that are appropriate to the various price points in the market as well as to their commitment to building shareholder value.

key suppliers and service providers and by entering into alliances with them. The company is committed to extend its quality standards to its contract manufacturers. The company is committed to fulfill its legal and statutory obligations and international standards of product safety and hygiene and will not knowingly sell product that is harmful to consumers measures to or their monitor belongings. It will institute systems and compliance in order to meet its responsibilities to consumers. This policy is applicable to production from its own facilities as well as to production that is outsourced. 41 . The company delegates authority and responsibility for dissemination and implementation of this policy to each Business and Unit Head. to jointly improve the quality of its products and services.The company recognises that its employees are the primary stheirce of success in its operations and is committed to training and providing them the necessary tools and techniques as well as empowering them to ensure broad base compliance of this policy in the organisation at all levels. The company will periodically review this quality policy for its effectiveness and consistency with business objectives. The company will maintain an open communication channel with its consumers and customers and will carefully monitor the feedback to continuously improve its products and services and set quality standards to fulfill them.

SAFETY AND HEALTH POLICY Introduction Hindustan Unilever Limited (HUL) supplies high quality goods and

services to meet the daily needs of consumers and customers. In doing so, the Company is committed to exhibit the highest standards of corporate behavior towards its consumers, employees, the societies and the environment in which we operate. Towards this, the Company recognizes its responsibility to ensure safety and protection of health of its employees, contractors and visitors in all its operating sites, which include manufacturing, sales and distribution, research laboratories and offices during work and work related travel. This Policy document defines the vision, principles, aim, required actions and scope of the policy application as well as the responsibility for execution. Their Vision Their vision is to be an injury free organization. HUL NEWS:”We will bring safety on top of mind for all employees and will integrate it with all business processes. We will realize their Vision through an Integrated Safety Management approach, which focuses on People, Processes, Systems, Technology and Facilities, supported by demonstrated leadership and employee commitment at all levels as the prime drivers for ensuring a safe and healthy work environment”.


Safety Principles:
HUL's Occupational Safety and Health Policy is based on and supported by the following eight Principles. These Principles have the same status as the Company's Code of Business Principles:  All injuries and occupational illnesses are preventable  All operational exposures can be safeguarded  Safety evaluation of all business processes is vital  Working safely is a condition of employment  Training all employees to work safely is essential  Management audits are a must  Employee involvement is essential  All deficiencies must be reported and corrected promptly In order to facilitate operationalisation of the Safety Principles, a separate document has been prepared, which covers: a) Safety Principles b) Success Criteria c) Illustrative KPI


 Consumer satisfaction

Indira is 20 years old, a tribal woman at Kondegaon village in Bastar district. She is just back from the nearby jungles, collecting firewood. After attending to her baby son, she will go to the village well to take a quick wash. Yesterday her husband brought her a white soap, with pink petals in it. Indira had requested him to buy one, for the festival later this evening. Indira is among millions of consumers in rural India who use Hindustan Lever's products. She came to know about Lux through the TV set at the community centre. It is not very costly, and also available nearby. Home to over 700 million people, rural India comprises not only over 70% of India's billion-strong population, but also over 12% of the world's population. The rural population already accounts for substantial consumption of Fast Moving Consumer Goods and also consumer durables. About 50% of the sales of soaps & detergents are generated in rural India. Similarly, almost half the demand for black & white television sets, pressure cookers, table fans, sewing machines also comes from there.


and then continue to use them regularly. whose core equity is health and hygiene . they have to be affordable. initiated in the 1980s. For example. sachets (Rs. as more consumers purchase these products. because indisposition is very directly related to loss of income. By marketing relevant products. whose unit prices are within the reach of rural consumers. health is of paramount importance. if products have to come up the order in the rural purchase hierarchy. In categories. The company has also taken initiatives to create markets even for apparently premium products. at affordable prices. In rural India. At the same time. by offering them in pack sizes. rural India offers an even bigger growth opportunity through greater penetration and then consumption. indicates the enormous scope of consumption-led growth in these categories. Therefore growth in such categories will emerge. If rural India today accounts for about half of detergents sales.2. has for decades now been synonymous with soap in rural India. The fact that 70% of the population accounts for only 50% of even relatively well-penetrated categories. A unique example is Hindustan Lever's Lifebuoy soap. which are relatively less penetrated. like soaps & detergents. Hindustan Lever has taken many initiatives over the decades to create markets in the rural hinterlands. both in terms of consumption and penetration.1. Re.Cost management: But the potential is even larger. like Wheel. or 50 paise) today 45 . For example only three out of 10 consumers in rural markets use shampoo or skin care products. like sachets. Lifebuoy. like personal products. it is because HUL has developed low-cost value-for-money branded products. Therefore such categories will derive growth out of increased usage.

5. Hindustan Lever implemented a major direct consumer contact.2 crore homes. Hindustan Lever has also taken initiatives to circumvent the limitation in communication channels. With media reach gradually increasing. Lifebuoy at Rs. Each home was given a box. at one location.50. interspersed with products advertisements.5. the cinema vans show popular movies. Given the rural consumer's fascination for cinema. fairs and festivals. such demonstrations are being deployed to illustrate how visible clean is not hygienic clean. Fair & Lovely Skin Cream at Rs. called Project Bharat. comprising a low unit price pack of shampoo. and how using soap is essential to prevent easily avoidable infections. rural consumers today. at a special price of Rs.15. cinema vans. in 1998-99. Surf Excel sachet at Rs. Brooke Bond Taaza tea at Rs. They give an opportunity to address consumers. 46 .5. Pond's Cold Cream at Rs.Lux at Rs. For example. for example. Other marketing strategies: For decades now. Pond's Talc at Rs. 5.constitute about 55% of Hindustan Lever's shampoo sales. Communication through fairs and festivals are backed by direct consumer contact. Pepsodent toothpaste at Rs. the detergents market in rural India. Among them are wall paintings. which covered 2.5.1. spread over many tiny hamlets. HUL has responded to the trend with low unit price packs of even other products . In recent times.2. where the media has its footprints. by innovatively leveraging non-conventional media.5. weekly markets (haat). Weekly markets. Such demonstrations have played a significant role in creating. share the same aspirations with their urban counterparts. fairs and festivals are parts and parcel of rural life. The occasions are used to demonstrate product benefits and also sell such products.

over the decades. Hindustan Lever has launched a similar large-scale direct contact. Therefore in 1998. The company's stockists in these towns were made to use their infrastructure to distribute products to outlets in these villages. the company 47 . In rural India particularly. which already covers 70 million people in 18. influenced very largely by the retailer. and has strengthened salience of both particular categories and brands.talcum powder. toothpaste and skin cream. Hindustan Lever has progressively strengthened its distribution reach in rural India. The project has helped eliminate barriers to trial. Hindustan Lever launched Project Streamline to further extend its distribution reach. which today has about 33 lakh outlets. and specifically how a simple habit of washing hands is essential to maintaining good health. The project is intended at generating awareness about good health and hygiene practices. along with educational leaflets and audio-visual demonstrations. availability determines volumes and market share. Therefore. Similarly in 2002.000 villages of 8 states. The initiative will involve interaction with students and senior citizens. because the consumer usually purchases what is available at the outlet. and it could cover about 25% of the rural population by 1995. But this distribution mode could only be extended to villages connected with motorable roads. Direct rural distribution in Hindustan Lever began with the coverage of villages adjacent to small towns. called Lifebuoy Swasthya Chetana. Availability of HUL’s Product: Generating awareness pays dividends only when steps are taken to ensure constant availability of products. Under this initiative. who act as change agents.

This sub-stockist in turn distributes the company's products to outlets in adjacent smaller villages using transportation suitable to interconnecting roads. Since 2001. The company simultaneously uses the wholesale channel. under one Regional Sales Manager exclusively dedicated to rural markets of each region of the country. the distribution network. connected by motorable road to a small town. Over the last five years.identifies sub-stockists in a large village. one HUL representative can take all the products from the company portfolio that he needs. creating about 25000 Shakti entrepreneurs. Given the number of brands and their packs the rural retailer usually requires. whose objective is to alleviate poverty through sustainable income-generating activities. Hindustan Lever will further strengthen its rural distribution through mutually beneficial alliances with rural Self Help Groups (SHGs). HUL has in the recent past established a common distribution system in rural areas for all its products. while Hindustan Lever gets an interface to interact and transact with the rural consumer. like cycles.000 villages. scooters or the age-old bullock cart. Hindustan Lever is implementing Project Shakti. whereby SHGs are being offered the option of distributing relevant products of the company as a sustainable income-generating activity. HUL's vision for Project Shakti is to scale it up across the country by 2005. NGOs and government organisations are working closely to establish SHGs.000 villages. This common distribution system is now fully operational. reaching about 250 million consumers. the SHG engages in an activity which brings sustainable income. The model hinges on a powerful win-win relationship. suitably incentivising them to distribute company products. Hindustan Lever is thus trying to circumvent the barrier of motorable roads. Over time. as of now. and 48 . directly covers about 50. financial institutions. As a result. covering 100.

Begun with 50 groups in Nalgonda district of Andhra Pradesh. 49 .Rs 15. and is almost double of their past household income. with the support of local authorities. which gives her an income of about Rs 700 . and live in extremely small villages (less than 2000 population). to about 50.1000 per month on a sustainable basis. as of now.Rs. As most of these women are from below the poverty line. this earning is very significant. The full benefit of Project Shakti will be realised after some years.000 villages in 12 states. A typical Shakti entrepreneur conducts business of around Rs. the project has been extended.10.000 .touching the lives of 100 million rural consumers.000 per month.

50 . It has helped them to maintain the transparency in the cycle and also have let them established a prompt delivery process. Then the semi-wholesalers deliver the products to the retailers and customers. The wholesalers then supply the products to the semi-wholesalers and the retailers as per the volume of their order.HUL DISTRIBUTION NETWORK MANUFACTURING UNITS ALL ACROSS INDIA C&F 1 C&F 2 C&F 3 C&F 4 C&F 5 C&F 6 C&F 7 STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS STOCKISTS WHOLESALERS RETAILERS CUSTOMERS This is the whole Distribution Chain of HUL to cover the Rural market. The products are manufactured in the factories all across India and then is supplied from there to the various Carriage and Forwarding (C&F) units which are 5-10 per state depending on the area they have to cover and are established by the company. These C&F units then supply the products to the various Wholesalers confined to their area only and according to the wholesalers demand. The company have remarkably worked upon to make the supply chain from manufacturers to retailers simple with very few number of mediators and jobbers.

The supply is met within a week. The depot sends the request of the volume of the products to the Head Office. Each of the depot cover a region assigned to them.MANUFACTURER STAGE 1C&F In this stage the products reach to the Carriage and Forwarding unit from various manufacturing units established all across India. The volume of the delivery depends upon the quantity required/ordered by the C&F unit. 51 . C&F STAGE 2WHOLESALERS The C&F then supplies the products according to the demand of various wholesalers. They work on the concept of advance payment by DD by the wholesalers and deposit them in the bank which is transferred to the head office. HUL has 45 C&F’s with 7000 stockists and 2000+ suppliers and associates to target the market. which then order the various factories to supply the products to the mentioned depot. Each C&F acquires 5-7 trucks and hire 4-5 more trucks to supply products everyday.

after more than a decade of discussions in London and in India. the legendary founder of Lever Brothers.000 suppliers and associates.NATION WIDE MANUFACTURING: 80 factories. His dream ultimately was realised in 1934. From here. Lever Brothers took over the Garden Reach Factory in Kolkata. responded to that aspiration because he too shared that dream. In September 1934. 52 . was visiting India. Lord Leverhulme. a Lever factory was allowed to sprout on the land that had been reclaimed by the Bombay Port Trust at Sewri. who believed that what is good for a country is equally good for the company. The same year. The operations involve 2. In addition. Hindustan Lever's diverse product range is today manufactured in about 80 factories. These two factories were the first in a manufacturing base. across India The year was 1923. a month later rolled out the first cake of Sunlight soap to be manufactured in India. from Uttaranchal to Kerala. which today literally dots the length and breadth of India. Lord Leverhulme. the company outsources from 150 other units. From Assam to Gujarat. The nationalist sentiment in India was for locally manufactured products.

Haldia (West Bengal). HUL's manufacturing facilities. HUL has set up nine new factories in backward areas. Silvassa (Dadra & Nagar Haveli). in response to requests from Government. Haridwar (Uttaranchal) and Barotiwala (Himachal Pradesh). Pondicherry. Orai. in recent years. have been either in A-Category backward areas or No-Industry Districts. which provide several direct and indirect employment opportunities for these areas. TPM is in different stages of implementation in 28 factories. HUL has adopted Total Productive Maintenance (TPM) for achieving manufacturing excellence since 1994. Equally. The company has consciously responded to the national policy of development of backward areas by setting up manufacturing units in these places. are recognised as among the best in the Unilever world. Four HUL factories have 53 . Chhindwara (Madhya Pradesh). In fact. and converting them into viable operations. In the process. Sumerpur and Khalilabad (Uttar Pradesh). like the Khamgaon soap plant and the Sumerpur detergent bar unit. Since 2001 itself. HUL has an enviable track record in taking over sick enterprises. all major investments of HUL. and leads to general economic development of these regions through industrialisation. As on date. Doom Dooma (Assam). Goa. The company's units at Mangalore and Rajpura all bear testimony to this achievement. These include factories in Khamgaon and Yavatmal (Maharashtra).DEVELOPING BACKWARD AREAS Several HUL factories are situated in backward areas. HUL has saved precious jobs and developed local economies.

wholesale. you need to have a cutting edge distribution network in place. The general trade comprises grocery stores. manufactured across the country.already received the TPM Consistency Award. Kulkarni in Jammu gets to know how Bru coffee tastes even before she has bought it? Well.000 redistribution stockists covering about one million retail outlets. The emphasis is equally on using stores for direct contact with consumers. and 14 factories have been awarded with the TPM Excellence Award. and higher levels of brand experience. Marketing needs every where How do you ensure that Mr. HUL's products. chemists. are distributed through a network of about 7. 54 .of product availability. as much as is possible through in-store facilitators. brand communication. The distribution network directly covers the entire urban population. Ramesh in Kanyakumari gets his Lifebuoy soap and Mrs. Hindustan Lever's distribution network is recognised as one of its key strengths. Its focus is not only to enable easy access to our brands. kiosks and general stores. Hindustan Lever services each with a tailormade mix of services. but also to touch consumers with a three-way convergence .

under the charge of dedicated managers. reaching about 250 million consumers. The company has brought all markets with populations of below 50. while driving growth for the company and the store. The team focuses on building superior availability. The objective is to catalyse HUL's growth by ensuring that the right product 55 . while enabling brand building in the deepest interiors. In the villages HUL has also revamped its sales organisation in the rural markets to fully meet the emerging needs and increased purchasing power of the rural population. innovative marketing initiatives are taken to provide consumers with experience of our brands at the store itself. exclusively for this channel. HUL's distribution network in rural India already directly covers about 50. The business system delivers excellent customer service. At the same time.000 under one rural sales organisation.000 villages. Harnessing Information Technology An IT-powered system has been implemented to supply stocks to redistribution stockists on a continuous replenishment basis. through about 6000 sub-stockists. HUL has set up a full-scale sales organisation. The team comprises an exclusive sales force and exclusive redistribution stockists. through product tests and in-store sampling. To service modern retailing outlets in the metros.AT THE SUPERMARKETS Self-service stores and supermarkets are fast emerging in metros and large towns.

RS Net is part of Project Leap. Shakti is a pioneering effort in creating livelihoods for rural women. Uttar Pradesh. RS Net covers about 80% of the company's turnover. organised in Self-Help Groups (SHGs). Shakti provides critically needed additional income to these women and their available at the right place in right quantities. all company sites and stretching right upto stockists. Today. In general. Started in 2001. It seeks to empower underprivileged rural women by providing income-generating opportunities. health and hygiene education through the Shakti Vani programme. Gujarat. Maharashtra. NGOs. which targets small villages with population of less than 2000 people or less. governmental bodies and other institutions have been working to improve the status of rural women. Madhya Pradesh. SHAKTI . Karnataka.Andhra Pradesh. and creating access to relevant information through the iShakti community portal.Changing Lives in Rural India Shakti is HUL's rural initiative. Shakti has already been extended to about 80. and improving living standards in rural India. Chattisgarh.000 villages in 15 states . which also includes a back-end system connecting suppliers. 56 . for online interaction on orders. by equipping and training them to become an extended arm of the company's operation. information sharing and monitoring. HUL's end-to-end supply chain. the sales system gets to know every day what HUL stockists have sold to almost a million outlets across the country. For this. rural women in India are underprivileged and need a sustainable source of income. despatches. called RSNet. Tamilnadu. stockists have been connected with the company through an Internet-based network. in the most costeffective manner.

The vision is to cover 80. Shakti is thus creating opportunities for rural women to live in improved conditions and with dignity. covering 100.Rajasthan. in association with the Andhra Pradesh Government's Rajiv Internet Village Programme. address village communities through meetings at schools. Haryana. In addition. insurance and education to catalyze overall rural development. trained in health and hygiene issues. which help to improve the standard of living of the rural community. Plans are also being drawn up to bring in partners involved in agriculture. the Internet-based rural information service. which is double their average household income. health.000 villages and touching the lives of 100 million rural consumers by 2005. Shakti Vani has covered 10. village baithaks. West Godavari and East 57 . it involves health and hygiene programmes. Vishakapatnam. Shakti already has about 25.700 -Rs. SHG meetings and other social fora. A typical Shakti entrepreneur earns a sustainable income of about Rs. The service is now available in Nalgonda. Shakti Vani is a social communication programme. while improving the overall standard of living in their families.000 villages in 2005. Punjab. Bihar & Jharkhand. Women. Orissa.000 per month. iShakti. West Bengal.1. In 204. The respective state governments and several NGOs are actively involved in the initiative. HUL's vision for Shakti is to scale it up across the country. has been launched in Andhra Pradesh. Shakti's ambit already covers about 15 million rural population.000 villages in Madhya Pradesh. Chattisgarh and Karnataka.000 women entrepreneurs in its fold.

Gujarat. iShakti has been developed to provide information and services to meet rural needs in medical health and hygiene. Project Shakti. vocational training and employment and women's empowerment. Maharashtra and West Bengal. Started in 2001. Chattisgarh. agriculture. The SHGs have chosen to partner with HUL as a business venture. backed by 42 offices and 240 service centres across the country. The respective state governments and several NGOs are actively involved in the initiative. Madhya Pradesh. HLN has already spread to over 1500 towns and cities.500 kiosks across the state by 2005. It 58 .5 lakh consultants . animal husbandry. It already has about 3. Project Shakti has already been extended to about 50.Andhra Pradesh. armed with training from HUL and support from government agencies concerned and NGOs. Punjab.all independent entrepreneurs. Hindustan Lever Network (HLN) is the company's arm in the Direct Selling channel. Tamil Nadu. Uttar Pradesh.000 villages in 12 states . education. trained and guided by HLN's expert managers. Karnataka. designed on the same principle of holistic contact with consumers. covering 80% of the urban population.Godavari districts. HUL's partnership with Self Help Groups of rural women. Rajasthan. The vision is to have 3. is becoming an extended arm of the company's operation in rural hinterlands. Orissa. Pioneering New Channels Hindustan Lever is simultaneously creating new channels. one of the fastest growing in India today.

is today reinventing distribution . Hindustan Lever. with over 15000 tea and coffee vending points. Health & Beauty Services are Hindustan Lever's simultaneous foray to meet the increasing consumer need for such products and services. Lakme Salons provide specialised beauty services and solutions. In the process it is converging product availability. under the recognised authority of the Lakme brand. Out-of-Home consumption of products and services is a growing opportunity in India. HUL's allaince with Pepsi will significantly strengthen this channel. in the education. The Ayush Therapy Centres provide easy access to authentic Ayurvedic treatments and products. which once pioneered distribution in India.creating new channels. Hindustan Lever is already the largest player in the hot beverages out-of-home segment.presents a range of customised offerings in Home & Personal Care and Foods. and redefining the way current channels are serviced. entertainment. as elsewhere in the world. The company is expanding the network aggressively. with brand communication and brand experience. 59 . leisure and travel segments.

Set up in 1958. if a technology 60 . From Home Care to Personal care. with novel products and new processes. at least 20% of the water consumed goes behind washing of clothes. in every category in which HUL is present. look good and get more out of life. HUL decided that it would be of immense benefit to an Indian household. down the decades. The Hindustan Lever Research Centre (HLRC). HUL's development of a water-saving technology for its detergents. Major innovations have taken place. and global technology centres in India have over 200 highly qualified scientists and technologists. and optimal use of resources. demonstrating its leading edge in consumer-relevant R&D. In a typical Indian home. Beverages to Foods. and personal care. HLRC's aim is to develop new products and processes. HUL's research & development base. hygiene. Water scarcity affects one in every three Indians. The company has over 380 patents. with facilities in Mumbai and Bangalore. One of the most severe problems that India faces today is shortage of water. with brands that help people feel good. Better cleaning.NOVEL PRODUCT NEW PROCESS Hindustan Lever's mission is to meet everyday needs for nutrition. helps achieve this mission. improving benefits and quality of existing products. many with post-doctoral experience acquired in the US and Europe. one of the largest in Indian industry. lesser water consumption Consider for example.

It has now 61 . providing 100% protection from all water-borne diseases. The product has been periodically updated through new patented reduces water consumption and time taken for rinsing by 50%. to ensure safe drinking water. HUL's scientists have innovated a path-breaking technology .that people get appropriate iodine intake through the food they eat. HUL's scientists have developed a breakthrough device. called "Pureit". which purifies water as safe as boiled water. running tap water and plumbing or expensive maintenance. The technology has already been introduced.could be developed. Its operation does not require electricity. is important for the mental development of young children. Technology of skin lightening Research in the biology of skin pigmentation has led to the formulation of a product like Fair & Lovely Skin Cream and Lotion. either in fuel or devices. it also removes pesticides that may be present in drinking water. Iodine In Salt . The technology has made it possible to actually realise the purpose of iodised salt . storage as well as in the process of cooking.or less than 20 paise a litre.1 for every six litres .the vital ingredient Iodine. which would help reduce water consumed in washing of clothes. Yet Iodine added to salt is lost in transport. following work on the stability of iodine under Indian conditions of storage and cooking. HUL scientists have developed a patented breakthrough technology to stabilise iodine in salt. it is well-known. World's most advanced water purifier People in cities and towns spend enormous amounts. Iodised salt is a well-accepted mode of ensuring appropriate iodine intake. It thus provides water at a cost of just Re.

Creative application of technology has made Hindustan Lever successful in launching products and services. HUL believes that technology is critical to delight consumers. Such technological developments have also led to significant improvement in productivity. Development of Structurant Technology for soap manufacturing also helped save costly conventional oils without any compromise on product performance and quality. apart from those of Indian origin. The evolution of continuous soap processing technology has also reduced energy consumption. This enables the company to set up plants at half the cost of others.2 billion in foreign exchange. Energy conservation In the past. The latest technology to produce Distilled Fatty Acid for soap making and the resultant plant capacity expansion has drastically brought down specific energy consumption while improving distillation yields. In-house machine development The company has the capability to design and manufacture machines in-house. HUL had received the Government of India's prestigious award for import substitution. since the 1970s. HUL has equally developed new processes. 62 .become a global success through exports to over 30 countries. has helped save around $1. The product is equally used by the local population of these countries. one of the most significant breakthroughs of HUL's research initiative has been the development of a technology to use non-conventional forest seed oils for soap-making which. which raise the quality of life.

employees of HUL factories and offices in Pondicherry. 8 CRORES FOR IMMEDIATE RELIEF.3 crores will be raised partly by contributions from company employees and the balance contribution from the Company to be used in collaboration with NGOs working with the community to provide the people. notably fishermen. Cuddalore and Andamans. The relief operations include. Of this. in the tsunami-hit areas of Pondicherry. with means of livelihood and help them back on their feet.000 cooked meals for families in Chennai. Tamil Nadu and Kerala. been 63 .000 dry relief packs. Since December 26. Another Rs. Tamil Nadu and Kerala have been providing necessary relief to the tsunami-hit people.8 crores for immediate relief and helping people to rehabilitate themselves so that they can resume their livelihood. Nagapattinam.HELPING HANDS: HUL COMMITS Rs. distribution of bread and biscuits to over 2000 families in Pondicherry.5 crores (absolute value terms) is being utilized for distribution of the Company's nutritional & personal hygiene products for immediate relief to the needy. 12. Over 12. 2005: Hindustan Unilever Limited (HUL) today announced to commit. REHABILITATION TO TSUNAMI-HIT COMMUNITIES MUMBAI. comprising of Company's dry rations and personal hygiene products have already distributed. January 7. Rs. a total outlay of Rs.

Yashodadham. including an anganwadi (creche). comprises 289 homes. an exclusive playground for children and a multipurpose community centre. look good and get more out of life. that people/ fishermen have lost their means of livelihood. but volunteer to take part in relief operations by committing their time and physical effort. HUL’s mission is to “add vitality to life" through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. and personal care. Its employees not only donate generously. HUL plans to focus its rehabilitation efforts to restore their means of livelihood so that the local communities can quickly get back to their lives at the earliest. 64 . community room and panchayat office. HUL is India's largest Fast Moving Consumer Goods company. health centre.HUL's employees are donating a day's salary. This is in line with our corporate value of “care” and our CSR mission which has become an integral part in our way of doing business. and piped water and are now fully occupied. matched equally by the Company for exclusive use in rehabilitation. hygiene. spread over 25 acres. Yashodadham. with brands that help people feel good. HUL had adopted and reconstructed a new village. an underground reservoir and an overhead tank for water. All the dwelling units have electricity. The biggest concern is. school building. HUL has always been a front runner in its call for national duty and caring for the community. in Bhachau Taluka of Kutch district. The company meets everyday needs for nutrition. touching the lives of two out of three Indians. Earlier during the Gujarat earthquake.

it takes care of over 300 infants. and the destitute. Asha Daan has been set up on a 72. HUL has opened schools for challenged children with a sharper objective of supporting families of such children. shelter and medication for the last few days of their lives. if possible. Over the years. At any point of time. in the heart of Mumbai city. destitute men and women and HIV-positive patients. 65 . The needs of the abandoned challenged children are also met through special classes of basic skills. challenged children. upkeep and security of the premises. corrective surgery.500square feet plot belonging to HUL. a home in Mumbai for abandoned. The destitute and the HIV-positive are provided with food. The centre takes care of members of the household. Subsequently. a centre for special education of challenged children. physiotherapy and. when HUL supported Mother Teresa and the Missionaries of Charity to set up Asha Daan. HUL bears the capital and revenue expenses for maintenance. HUL supports special education and rehabilitation of children with challenges.Special Education & Rehabilitation Under the Happy Homes initiative. Asha Daan: The initiative began in 1976. The objective in supporting Asha Daan was and continues to be to share the organsation's prosperity in supporting the Mother's mission of serving the "poorest of the poor". HUL's Doom Dooma Plantation Division set up Ankur. helping the children become self-reliant by learning appropriate skills to be productive Ankur: In 1993. Asha Daan has also become a home to the HIV-positive.

candles. stitching.children with challenges. wrapping papers. Anbagam ("shelter of love"). was set up in 1998 on HUL Plantations in South India. About 12 of the children have become relatively self-reliant by earning through crafts learnt at the centre. fancy stationery. useful vocational activities like making of paper covers. such as cookery. It has also moved to normal schools 18 children. polio related disabilities. and also some home care products. painting. providing etc them depending with on their and 3 aptitudes. Ankur received the Lawrie Group Worldaware Award for Social Progress in 1999 from HRH Princess Royal in London. Ankur provides educational. The focus of Kappagam is the same as that of Ankur. it has covered about 28 children. The centre has 17 children. These physically and mentally challenged children are taught skills. It takes care of 11 66 . including sight or hearing impairment. the second centre for special education of challenged children. cerebral palsy and severe learning difficulties. Anbagam: Yet another day care center. Since inception it has covered about 80 children. being taught self-help skills. Kappagam ("shelter"). including self-employment for 6 children by shops. bamboo crafts. Kappagam: Encouraged by Ankur's success. embroidery. vocational and recreational activities to over 35 children with a range of challenges. brooms made out of coconut leaves. girls The centre has rehabilitated 10 children. weaving. has been started in 2003 also in the South India Plantations. napkins. It has 17 children. greeting cards. Since inception. aged between 5 and 15 years. have been provided employment as creche attendants.

Domestic FMCG sales were higher by 15.children.50 per share of Re 1/. HUL is wholeheartedly involved with all four centres and will continue to be involved in the future. Over 20.8% HPC and Foods grow by 17% and 9% respectively. 2006: Hindustan Unilever Limited (HUL) announced its results for December Quarter 2005. FMCG Sales growth at 15. Significant sales growth was achieved in the highly competitive categories of Laundry and Shampoo. with Lux growing handsomely reflecting in market share gains. they too are being taught skills such that they can become self-reliant and elementary studies. Total Dividend Rs 5.6%. Broad based growth across categories PBIT grows 13. HPC business grew by 17. February 14.4%.each.3% driven by strong performance in all categories. Soaps recorded good growth. Final Dividend Rs 2.00 per share for 2005 Mumbai. Growth momentum achieved in the last three quarters has been sustained with total sales growing by 14. 67 .000 individuals have benefitted from the Happy Homes initiatives since inception. Net Profit increases by 56% EPS for 2005 grows 17.5%. HINDUSTAN UNILEVER LIMITED RESULTS – DECEMBER QUARTER 2005 • • • • Total Sales grow by 14.8% with both Home and Personal Care (HPC) and Foods performing well. Besides medical care and meals.4%.

particularly in Laundry category. respectively. Tea achieved a modest growth despite a declining market and falling commodity prices. total sales were 11. Relaunch of Knorr soup with a superior mix and introduction of new variants was the key Foods innovation during the quarter.5% after absorbing a 50% higher spend in Advertising and Promotions.4% higher than in the previous year. Higher crude oil price led cost pressures continued. Processed Foods business grew strongly.7% due to a lower effective tax rate and Net profit. For full year 2005. but were mitigated by aggressive cost effectiveness programs. particularly in the Laundry category. Profit after tax (PAT) grew by 22. Lux variants for the 75-year celebrations. Consumer relevant innovations continue to drive off-take and key innovations during the quarter include the re-launch of “Thick and Strong” Sunsilk Pink. Judicious price increases coupled with robust cost saving initiatives partly neutralised the impact of both cost escalations. and the national launch of “Jasmine Fresh” Rin Advanced Powder. Profit before Interest and Taxes (PBIT) increased by 13. The Icecream business also achieved a 33% increase in sales. including the impact of exceptional items was higher by 56%. led by the impulse category. In Foods business.All the brands in Skin category maintained their strong performance leading to a double digit growth for the category. albeit on a low base. 68 . Coffee continued to perform well. and the higher investments behind brands. with broad based growth across categories leading to both HPC and Foods businesses growing by 14% and 8%.

PBIT increased by 1. We will continue to leverage our focused portfolio of powerful brands to sustain market leadership and grow our market position across strategic brands and categories.6%.1%. excellent Customer significantly higher levels of A&P spends. of six years. particularly. Net Profit and Earnings Per Share at Rs 6.00 per share for the year 2005. subject to the approval of the shareholders at the annual general meeting. We recognize the challenge of inflationary cost pressures driven by crude oil prices and. activation. This along with the interim dividend of Rs 2. in the competitive categories of Laundry and Shampoo. 69 . new initiatives in This was driven by higher Management and with investment behind our brands with exciting innovations.Consequently. Our strategic priority remains unchanged.50 per share of Re 1 each.9%. in the competitive context.” The double digit sales growth of over 11% for the year 2005 has been achieved after a gap DIVIDEND The Board of Directors at their meeting held on February 14th. we shall continue to deliver consumer value and invest behind our brands. Mr Harish Manwani.50 per share amounts to a total dividend of Rs 5. In a competitive landscape.40. achieving cost leadership across the extended supply chain continues to be a key priority. Chairman commented: “We have sustained the growth momentum in December quarter and it continues to be broad based across HPC and Foods categories. 2006 has proposed a final dividend of Rs 2. grew by 17. A lower tax charge for the year resulted in a PAT growth of 12.

insurance services and real estate. HUL’s mission is to “add vitality to life” through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. Woodbriar Group has interests in plantations. 10. and personal care.HUL is India's largest Fast Moving Consumer Goods company. hygiene. TEIL owns 8 tea estates and 6 factories for processing tea in the high-yielding belt of Tamilnadu with an average annual output of approx.500 metric tons. look good and get more out of life. with brands that help people feel good. The company meets everyday needs for nutrition. 2006. 2006: Hindustan Unilever Limited (HUL) has transferred its entire shareholding in its 100% subsidiary Tea Estates India Limited (TEIL) to Maxwell Golden Tea Private Limited (MGT). touching the lives of two out of three Indians. March 01. The Group’s gardens are spread across the premium tea growing regions in Tamilnadu and Kerala. a Woodbriar Group company on March 1. 70 . Existing terms and conditions of services of all TEIL employees will be fully protected in accordance with applicable laws and terms of their employment. HUL management believes that the proposed transfer to Woodbriar Group is in the best interest of the tea plantation business and all its stakeholders. HUL TRANSFERS TEA ESTATES INDIA TO MAXWELL GOLDEN TEA PRIVATE LIMITED Mumbai.

HUL. It may be recalled that HUL had sold its interests in Rossell Industries Limited and Doom Dooma Tea Company Limited in Assam during the last 12 months. look good and get more out of life. hygiene. With this disposal of shareholding in TEIL. with brands that help people feel good. touching the lives of two out of three Indians. HUL's mission is to "add vitality to life" through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. For more information visit www.The acquisition of TEIL by Woodbriar Group will provide scale and bring in synergy benefits to Woodbriar Group. DSP Merrill Lynch Limited acted as financial advisor to Hindustan Unilever Limited . HUL has completed its exit from its tea plantations business both in South India and Assam. and personal care. Canara Bank. The company meets everyday needs for nutrition. as a large portion of TEIL gardens are contiguous to the existing tea gardens of Woodbriar 71 . About HUL: HUL is India's largest Fast Moving Consumer Goods Company. Madurai Circle has funded the debt component to Woodbriar Group for this acquisition.

Pringles. Acquisitive P&G bought Clairol in 2001 and a majority of Wella in 2003. The world's #1 maker of household products courts market share and billion-dollar brands. Downy/Lenor. P&G's products fall into three categories: global beauty care. Pampers. It also makes pet food and water filters and produces soap operas (As the World Turns). Charmin. Olay. Its purchase of Gillette in late 2005 was its biggest buy in company history.40% 110. More than 20 of P&G's brands are billion-dollar sellers (including Actonel.000 0. Crest. Bounty. Iams. Financial Highlights Fiscal Year End: Revenue (2005): Revenue Growth (1 yr): Employees (2005): Employee Growth (1 yr): June 56741. and global household care.COMPETITORS The Procter & Gamble Company Company Profile The Procter & Gamble Company (P&G) is a brand behemoth. Pantene. and family care. Folgers.00% RESEARCH METHODOLOGY 72 . Tide.00 M 10. Always/Whisper. and Wella). baby. global health.

Question is open and close ended depending upon the information that needed to be elicited. SAMPLING PLAN Keeping all the constrains in mind a sample size of 100 people . and analysis and procedure. RESEARCH DESIGN For this research project exploratory method is using DATA COLLECTION METHOD The data collect for the research can be classified as primary data and secondary data. books.The sampling procedure is systematic sampling 73 . Secondary data is from internet. RESEARCH INSTRUMENT The instrument use for data collection is structured questionnaire. I am also using the scaling technique to assess the attitude of the customer. the field method.The section includes the overall research design. the data collection method. magazine etc. Primary data is by visiting existing customer and expected customer of Hindustan Unilever Limited and making them fill up the questionnaire. the sampling procedure.

however.268 Million $. success could well hinge on the best of bundle of services that HUL provides. Thus. and HUL are attempting to change customer perceptions of their brands specific buying motivations appear to be replacing and where generalities. slowly changing and customers at the upper end of the market are now ready to pay more for more. if marketers are to do a better job of marrying what a HUL offers to the consumer’s image of the offerings. The mindset of the Indian consumer is such that he is delighted if he buys a pen a little cheaper than his neighbour. Another important outcome of the research is the believability of the claims. mark and the number One FMCG company in India this year. 74 . is quite unlike the west where buyers consider aesthetics. before finalising a purchase. Looking at the present scenario it can be said that though there is lot of competition in the market but HUL is picking up well.HUL grew from zero to the 2. Things are. This meanwhile. I hope that this approach will soon enter the new era. maybe not with the same intensity . Most of the people don’t understand the quality claims by HUL. “Success will largely be determined to the extent a company can differentiate itself in terms of intangibles that go with a Product”. The landmark achievement comes in 74 years in India after clinching its first overseas sale.SCOPE The Indian FMCG market currently appears to be at a crossroads. Most of the claims are realistic and easy to understand. “It’s smarter to think about emotions and attitudes. not necessarily in that order. comfort and safety.

Hamam.FINDINGS. Rin and Wheel. Ayurvedic Personal And Health Care they have Ayush.        In In In In In In In Laundry they have Surf Excel. Product line Hindustan leaver limited HUL Home & Personnel Care > In personal Wash they have Lux . Colour Cosmetics they have Lakeme. I have reached to this conclusion on the basis of following findings. vis-à-vis Procter and Gamble Ltd. 75 . we found that there is a nominal difference in the efficiency of Hindustan leaver limited. Lifebuoy. DATA ANALYSIS AND CONCLUSIONS COMPARED WITH PROCTER AND GAMBLE LTD. skin care their brands are Fair N Lovely and Ponds. WHEN Findings On the basis of research. Breeze. Liril. Deodorants they have Axe and Rexona. They are as follows. Pears and Rexona . hair Care they have Sunsilk Naturals and Clinic All clear. Dove. Oral Care their brands are Pepsodent and Close-up.

ice creams they have the kwality walls. P&G Home Products Ltd.FOODS     In In In In tea they have the brand name brook bond and lipton. Procter and Gamble P&G Hygiene and Health care ltd. the most advanced in home water purifier in the world. CONCLUSIONAs Hindustan Unilever Limited has more brands in its basket then Procter and gamble so it is more close to common man and touching his or her daily life in a more comprehensive manner. In Fabric Care P&G has two of its world leading detergents Tide and Ariel. WATER  Hindustan Unilever Limited has launched pueit. foods they have kissan and kinnor annpuran. markets several leading brands: Whisper sanitary napkins in the Feminine Hygiene category. markets several leading brands. Old Spice. skin care and cosmetic products viz. Head & Shoulders and Rejoice. coffee they have bru. in Hair Care they have Pantene Pro V. Vicks Cough Drops. Health care products such as Vicks VapoRub. 76 . In Baby Care they have Pampers. Vicks Inhaler. vicks action 500.

They are also using latest Information Technology to track there consignment whose backend is managed by infosys.DEALERS Hindustan leaver limited While choosing the dealers HUL mainly emphasizes on the ‘market potential of that area. dealer’s financial position. hence all the above stated parameters helps the dealer to attract more and more customers. Procter and Gamble P&G is also using road and railway transportation system to deliver product from various production sites to the dealers. and dealers back ground (previous business).by the good responsibility of the dealer. Each dealer has to keep the Good Receipt Note (GRN) number and report of the whole items of delivered products. goodwill and risk taking capabilities. They are using new state of the art technology so that they can even track every single bottle of shampoo. Like HUL. Conclusion: Dealers of HUL are satisfied by the companies support in there sales because the company provides them with various schemes and discounts. advertisement and the flexibility that the company provides them. present business. P&G also considers dealer’s financial position. present business. Procter and Gamble there is no difference as such in the process of selection of dealers in Procter and Gamble also. 77 . MODE OF TRANSPORTATION Hindustan leaver limited. Transportation cost is paid by P&G. goodwill and risk taking capabilities . According to the senior officials of P&G it was found that it’s a volume based company. Transportation cost is shared by HUL and the dealer. whereas satisfaction of P&G dealers lies in good promotional activities. HUL uses modified trucks and rails to deliver the products from various production sites to the dealers.

transportation cost is paid by P&G.Conclusion: Both P&G and HUL uses advanced tracking technology to track the goods and both companies use railways and roadways for transporting there products. our group found that HUL provides more flexibility in terms of delivery of produce. 78 . HUL has there own warehouses in every state and if the dealer orders more . where as at P&G. Conclusion: our group has found that Dealers of HUL are more satisfied than the dealers of P&G and therefore HUL is a step ahead in terms of flexibility of placing orders and accepting orders from the dealers. In HUL transportation cost is shared by HUL and the dealer. Procter and Gamble As far as flexibility is concerned. he is supplied with the products in time. FLEXIBILITY Hindustan leaver limited As far as flexibility is concerned. our group found that P&G does not provides more flexibility in terms of delivery of produce and in taking order from dealers.

They are revamping the company’s distribution system using efficient consumer response {E C R} principles. 79 . HUL is also given emphasis on penetrating the rural market as well.L. mass retailers. rural and modern trade. which increases the availability and presence of HUL product.DISTRIBUTION CHANNEL STRUCTURE Hindustan Unilever limited. The new distribution system has given the company considerable cost and process efficiencies while significantly availability and visibility of the company’s product in the stores.Our group has found that H.L. has more effective and efficient distribution network as compared to P & G. They are reinventing distribution—creating new channels and redefining the way current channels are serviced. Procter and gamble.Procter and gamble’s channel structure also have whole sellers.Hindustan Unilever Limited channel structures consist of whole seller. Their new approach to distribution is holistic and seeks a three way convergence of product availability brand communication and brand experience. mass retailers. Conclusion. They are building new capabilities in training the large number of people involved in these initiatives.

If company feels that it is not the fault of the dealer then company would return it. it means that the damaged product are replaced by new product. 80 . Hence P & G is more flexible here.DEALING WITH UNSOLD & DAMAGED MERCHANDISE Hindustan Unilever Limited-It depends on the condition and type of the product. Conclusion. unsold products are mostly taken back by HUL Procter And Gamble.P & G replaces the damaged product with the new one.Our group has found that both the companies take back the unsold product however P & G is more flexible in returning the damaged product as compared to the HUL.

the performance appraisal system in Procter and gamble is also done under the supervisory officer and almost same method are used as in the Hindustan Unilever Limited .both the companies are taking almost the same measures and same parameters for performance appraisal . it is done as an early exercise and performance appraisal parameter is the past performance of the employees.both of the companies said that there have been change in some areas and which 81 . The supervisor keep track of the performance of and based on their performance he choose the right method of performance appraisal. Conclusion.PERFORMANCE APPRAISAL SYSTEM Hindustan Unilever Limited. The main method of performance appraisal that have been adopted by Hindustan Unilever Limited are 360 degree appraisal and supervisory appraisal methods.The performance appraisal system in Hindustan Unilever Limited the employees is done under the supervisory of the Appraisal supervisor.the conclusion that our group has found that there is hardly any differences is the performance appraisal methods in both the companies . Procter And Gamble. however both the company were not willing to disclosed any changes brought in performance appraisal system during the past five years .

Conclusion-Both HUL and P&G are flexible to channel members. Every channel member gets credit period of two weeks. HUL 82 . but HUL runs some monopoly over the market by offering a credit period of only two weeks where as P&G offers credit period of 30 days. Payment terms of P&G are also flexible to the channel members and P&G also has flexible payment terms P&G also offers many discounts to these channel members. HUL has also made changes in commercial terms intended to increase the sales in different channels and also to increase profit margins to company. Channel members get credit period of 30 days.P&G also made changes in channel members during 2001-2006 to increase sales of the company. but not willing to give any reasons and what changes have been brought. Every channel member has to fulfill there given targets. HUL has also made changes in channel members during 2001-2006 to increase sales of the company. P&G has made many changes to there commercial terms during 2001-2006 to increase sales.P&G also has different channel members with specified targets and they are intended to increase sales . TARGETS Hindustan Unilever Limited : HUL has different channel members with specified targets and they are intended to increase sales. There was also change in performance appraisal system during 2001-2006 to improve sales. The channel members expect ROI depending on there knowledge and on there performance to. channel members expect the company of ROI.has shown positive results. Procter And Gamble.

also sets targets to there channel members and provides very less margins to dealers compared to P&G. responsibility of the sales personnel is to clarify the doubts of the customer and make sales of the product. SALES FUNCTIONING Hindustan Unilever Limited : HUL is emphasizing on rural areas through project Shakti these days and sales also have been increased and HUL does not have any sales outlets HUL assigns sales territory to there sales persons according to there skill and experience and assigns targets to them. sales territories are assigned according to the capabilities of the sales personnel. Performance appraisal of sales force is done by appraisal supervisor and it is done through 360 degree appraisal method. P&G trains their sales force by on the job training and training process is emphasized on skill and experience. Performance appraisal of sales force is done by the manager by doing meeting with them parameters of appraisal is increase or decrease in sales it is done on monthly basis. HUL adopts on the job and off the job training system to there sales force it is emphasized on improving skill and experience of the sales personnel. parameter used is performance of the sales personnel . Procter And Gamble: P&G has increased the number of outlets in the country and the population in the area also increased and there is no effect on sales. P&G has also brought many changes in the training system that has affected its 83 . P&G sets targets to there sales force on the basis of increase or decrease in demand and also according to the previous sales . Sales personnel are motivated through incentives and promotions.

Both P&G and HUL trains their sales force and has a good performance appraisal system. P&G does appraisal on a monthly basis depending on increase and decrease of sales where as HUL does it once in a year.sales too. Conclusion. P&G motivates their sales force by providing them with targets and incentives. 84 .

by doing this the sales people get motivated. HUL is already having exclusive shop in Mumbai called SANGAM STORE.RECOMMENDATIONS Both the companies having good market share in India and it keep on increasing. i. These shops should be opened for 24 hours. But it is only in India so it should be increased. It adversely affect the opinion of the customer and it results in decrease in sales. there should be BRAND FIT in that. Both these companies should concentrate on rural areas. The employee should be given uniforms in which the name of the company should be printed. They should penetrate their business in the rural areas. 85 . So they should increase their presence. HUL and P&G should open exclusive shop. For example when lux launch its advertisement with sharukh khan with girls.e. It was heavily criticized because it was not fit with the brand. Both the co. The companies should emphasis on its advertisement. Both companies should emphasis their business in areas. The delivery vehicle should be attractive the name of the company should be printed in that so that it becomes the sources of advertisement. 69% of the Indian population lives in rural areas. They should offer 24 hours free home delivery system. P&G has been hardly been seen in the rural areas. There is huge market there and very less market has been penetrated.

The basic need of the customer need to be addressed which is actually not much expensive and better quality. Another serious suggestion is that HUL must give good attention to their all the products rice and all are not getting much attention. ♦ Physical attributes. The advertisements should speak only of the believable concepts rather than glorifying the pretentious ones. Although being the most competitive product on the basis of the Market Operating Price (MOP). when actually it should be sold like a high volume product. Also these components should be dealt with independently.They should increase their CSR activities in northern India. So they should increase their activities in north India also. ♦ Customer Specific Details. This is perhaps due to the bargaining stress on the customer and the weak push given by the dealer to the particular item. ♦ Brand Image. At present they are currently doing their CSR in southern India. In any correspondence with the customers the message should be sent in these components only to have the maximum benefit from the advertisement. The 86 . SUGGESTIONS Key attribute components: ♦ Value for money and Customer Care ♦ Operational attributes. HUL sales growth in june 2004 was decreased due to the problem with promotion and pricing. the shampoos are still not selling much.

Following are the problems faced but it’s a part of game: 1. 2. LOW PARTICIPATION: Obviously many respondents have not participated in this and have also created some problems which simply shows that they were not interested. 5. 87 . SUBJECTIVE: This project only tells you what it is all about.dealers don’t provide much support to the customers in making them understand the real Quality behind them. LIMITATIONS Everything in this world has its own advantages and disadvantages which shows ‘nothing is perfect’. the technical details should be presented in a clearer manner or the dealers need to be educated properly. 3. So much time has been spent for this purpose. BIASNESS: Sometimes interested customers were also biased so the collected figures involve both positive and negative figures. It does not cover all the aspects of the company. TIME CONSUMING: It is very much obvious that it is a time consuming process. Either. 4.

1. The Times of India and Hindustan Times 2. The Economic Times 3. Company’s brochure 4. 5.




Name Age Address

Q1. How many members are there in your family?

Q2. Have you ever heard of HUL (Hindustan Unilever Limited )? YES ______ If Yes, from where? Newspaper Television Magazines Others _______ NO ______

Q3. Are you using any HUL product?




Q4. If Yes, then are you satisfied? YES Q5. If No, then reason being Poor quality No services High prices Others NO

Q6. Which brand do you use in the following categories : Personal Wash Lux __________ Breeze Others ___________ ___________

Dove __________ Laundary

Surf Excel _______ Wheel Skin Care Fair&Lovely Sunslik Naturals Oral Care ________ ________

Rin Others


Pond’s ________ Others ________


Pepsodent ________ Others ________ Close-up ________ 91 .

What Recommendations or suggestions would you like to give for improvement of our products? 92 .Deodorants Axe ________ Lakme ________ Rexona ________ Colour Cosmetics Lakme ________ Others ________ Q7.

Yes . b). erratic supply b). no supplier e). Why don’t you keep the products of Parle in your shop or why did you stop keeping its products? Yes a). No (If the answer is yes then go to question number: 3 ) 2. lack of demand c).RETAILER SURVEY QUESTIONNAIRE 1. low margin d). No Which products of HUL do you keep? Personal Wash Lux __________ Breeze Others ___________ ___________ Dove __________ Laundary Surf Excel _______ Wheel Rin Others ________ 93 . don’t know about the company 3. Do you keep products of Parle in your shop? ( please tick mark on the appropriate answer) a).

2. 4. 3. 94 . 5.Skin Care Fair&Lovely Sunslik Naturals Oral Care Pepsodent ________ Others Deodorants Axe ________ Lakme ________ ________ Close-up ________ ________ ________ Pond’s ________ Others ________ Rexona ________ Colour Cosmetics Lakme ________ Others ________ 4. 6. What is the sales/demand of the product? Very High High Average Rarely Very Rarely Never       1.

How do you rate the delivery process by the dealer? Excellent Above Average Average Below Average Extremely Poor      1.     95 . How many dealers are there in the district? a). Distributor Dealer Agency Wholesaler     6. From whom do you purchase your product? 1). 2. c)Three. d)More than three.One b)Two. 2). 4. 3). 7.5. 5. 4). 3.

What are the other schemes and incentives offered by them? ___________________________________________________ ___________________________________________________.: ________________________________________ Signature: ________________________________________ 96 . 13.8. What improvements would you like to have in the distribution process? _________________________________________________ _________________________________________________ PERSONAL DETAILS: Name: ___________________________________________ Address: _________________________________________ Cont. 2) Three wheeler  3) Four wheeler  a) van__ .c) others__.b) truck__. Two wheeler  a). No. b). 14. Which vehicle do they mainly use for delivery? 1). motorbike__. scooters__ .

Sign up to vote on this title
UsefulNot useful