Indian Institute of Planning and Management

New Delhi

Project Report on

Designing and Evalvating the Sales Force Design at HUL.

Submitted byDIPTIRANJAN HOTA ISBE-A, SS 10-12

Section SP3 Mobile Number-9811632392 Email Id- Dip.ranjan333@gmail.com

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Acknowledgement
I take this opportunity to express my gratitude towards all the people involved in the successful completion of my project. I would like to thanks my friends and Professor throughout the project and it was a very rewarding experience to work under them. I would also like to express my gratitude towards the entire report writing with whom I interacted during my orientation at the project. The interaction has been a great learning experience. I also thank my colleagues who have helped me at each step during the course of this project.

Content 1. Introduction Hindustan Unilever Limited 2. Distribution Network of HUL 2.1. Evolution over Time 2.2. Detail Overview 3. Channel Design 4. Initiatives taken to Improve the Distribution Network 5. Field Force Management 6. Analytical Framework 7. Conclusion 8. Bibliography 7 8

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Executive Summary
The main objective of the project is to get the full knowledge of the distribution network of the products of the HUL and how they are using the distribution network as a key Differentiating factor from its competitors. This is also to find the preferences of customer and there market knowledge and product information, information about the presence of the rivals of HUL and all the other options they have in the market. HUL are also looking to tap the market in rural sector, so they also taking into consideration the needs and wants of the people there.

Objectives:
The objective of this research is to understand the distribution network of HUL, and its functioning in India. The next step to this will be an in depth analysis on the Evolution of HULs distribution network. An important area of this research work will be to understand the Transportation & Logistics as well as the Channel design of HUL. I have analyze the distribution network of HUL from the following aspects: Evolution of HULs distribution network Transportation & Logistics Channel Design Field force management Analytical Framework

1. Introduction Hindustan Unilever Limited Hindustan Unilever Limited (HUL), formerly Hindustan Lever Limited (it was renamed in late June 2007 as HUL), is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. These products endow the company with a scale of combined volumes of about 4 million tonnes and sales of nearly Rs. 13718 crores. HUL is also one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India. The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, is to "add vitality to life." HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds 52.10% of the equity. The rest of the shareholding is distributed among 360,675 individual shareholders and financial institutions. HUL's brands like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Closeup, Lakme, Brooke Bond, Kissan, KnorrAnnapurna, Kwality Wall's are household names across the country and span many categories soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. These products are manufactured over 40 factories across India. The operations involve over 2,000 suppliers and associates. HUL's distribution network comprises about 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers. We have analyzed the distribution network of HUL from the following aspects: 1. Evolution of HULs distribution network 2. Transportation & Logistics 3. Channel Design 4. Initiatives taken for channel member management. 5. Field force management 6. Analytical Framework 7. Financial Analysis

2. Distribution Network of HUL

2.1. Evolution over Time
The HULs distribution network has evolved with time. The first phase of the HUL distribution network had wholesalers placing bulk orders directly with the company. Large retailers also placed direct orders, which comprised almost 30 per cent of the total orders collected. The company salesman grouped all these orders and placed an indent with the Head Office. Goods were sent to these markets, with the company salesman as the consignee. The salesman then collected and distributed the products to the respective wholesalers, against cash payment, and the money was remitted to the company. The focus of the second phase, which spanned the decades of the 40s, was to provide desired products and quality service to the company's customers. In order to achieve this, one wholesaler in each market was appointed as a "Registered Wholesaler," a stock point for the company's products in that market. The company salesman still covered the market, canvassing for orders from the rest of the trade. He then distributed stocks from the Registered Wholesaler through distribution units maintained by the company. The Registered Wholesaler system, therefore, increased the distribution reach of the company to a larger number of customers. The highlight of the third phase was the concept of "Redistribution Stockist" (RS) who replaced the RWs. The RS was required to provide the distribution units to the company salesman. The second characteristic of this period was the establishment of the "Company Depots" system. This system helped in transshipment, bulk breaking, and as a stockpoint to minimise stockouts at the RS level. In the recent past, a significant change has been the replacement of the Company Depot by a system of third party Carrying and Forwarding Agents (C&FAs). The C&FAs act as buffer stockpoints to ensure that stockouts did not take place. The C&FA system has also resulted in cost savings in terms of direct transportation and reduced time lag in delivery. The most important benefit has been improved customer service to the RS. The role performed by the Redistribution Stockists includes: Financing stocks, providing warehousing facilities, providing manpower, providing service to retailers, implementing promotional activities, extending indirect coverage, reporting sales and stock data, demand simulation and screening for transit damages.

2.2. Detail Overview

The distribution network of HUL is one of the key strengths that help it to supply most products to almost any place in the country from Srinagar to Kanyakumari. This includes, maintaining favorable trade relations, providing innovative incentives to retailers and organizing demand generation activities among a host of other things. Each business of HUL portfolio has customized the network to meet its objectives. The most obvious function of providing the logistics support is to get the companys product to the end customer.

Distribution System of HUL

HUL's products, are distributed through a network of 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers. There are 35 C&FAs in the country who feed these redistribution stockists regularly. The general trade comprises grocery stores, chemists, wholesale, kiosks and general stores. Hindustan Unilever provides tailor made services to each of its channel partners. It has developed customer management and supply chain capabilities for partnering emerging selfservice stores and supermarkets. Around 2,000 suppliers and associates serve HULs 40 manufacturing plants which are decentralized across 2 million square miles of territory.

Distribution at the Villages:

The company has brought all markets with populations of below 50,000 under one rural sales organisation.The team comprises an exclusive sales force and exclusive redistribution stockists.The team focuses on building superior availability of products. In rural India, the network directly covers about 50,000 villages, reaching 250 million consumers, through 6000 substockists. HUL approached the rural market with two criteria the accessibility and viability. To service this segment, HUL appointed a Redistribution stockist who was responsible for all outlets and all business within his particular town. In the 25% of the accessible markets with low business potential, HUL assigned a sub stockist who was responsible to access all the villages at least once in a fortnight and send stocks to those markets. This substockist distributes the company's products to outlets in adjacent smaller villages using transportation suitable to interconnecting roads, like cycles, scooters or the ageold bullock cart. Thus, Hindustan Unilever is trying to circumvent the barrier of motorable roads. The company simultaneously uses the wholesale channel, suitably incentivising them to distribute company products. The most common form of trading remains the grassroots buyandsell mode. This enables HUL to influence the retailers stocks and quantities sold through credit extension and trade discounts. HUL launched this Indirect Coverage (IDC) in 1960s.Under the Indirect

Coverage (IDC) method, company vans were replaced by vans belonging to Redistribution Stockists, which serviced a select group of neighbouring markets.

Distribution at the Urban centres:

Distribution of goods from the manufacturing site to C & F agents take place through either the trucks or rail roads depending on the time factor for delivery and cost of transportation. Generally the manufacturing site is located such that it covers a bigger geographical segment of India. From the C & F agents, the goods are transported to RSs by means of trucks and the products finally make the last mile based on the local popular and cheap mode of transport.

New distribution channels Project Shakti

This model creates a symbiotic partnership between HUL and its consumers. Started in the late 2000, Project Shakti had enabled Hindustan Lever to access 80,000 of India's 638,000 villages .HUL's partnership with Self Help Groups(SHGs) of rural women, is becoming an extended arm of the company's operation in rural hinterlands. Project Shakti has already been extended to about 12 states Andhra Pradesh, Karnataka, Gujarat, Madhya Pradesh, Tamil Nadu, Chattisgarh, Uttar Pradesh, Orissa, Punjab, Rajasthan, Maharashtra and West Bengal. The respective state governments and several NGOs are actively involved in the initiative. The SHGs have chosen to partner with HUL as a business venture, armed with training from HUL and support from government agencies concerned and NGOs. Armed with microcredit, women from SHGs become directtohome distributors in rural markets. The model consists of groups of (1520) villagers below the poverty line (Rs.750 per month) taking microcredit from banks, and using that to buy our products, which they will then directly sell to consumers. In general, a member from a SHG selected as a Shakti entrepreneur, commonly referred as 'Shakti Amma' receives stocks from the HUL rural distributor. After being trained by the company, the Shakti entrepreneur then sells those goods directly to consumers and retailers in the village. Each Shakti entrepreneur usually service 610 villages in the population strata of 1,0002,000. The Shakti entrepreneurs are given HUL products on a `cash and carry basis.' The following two diagrams show the Project Shakti model as initiated by HUL.

Project Streamline
To cater to the needs of the inaccessible market with high business potential HUL initiated a Streamline initiative in 1997. Project Streamline is an innovative and effective distribution network for rural areas that focuses on extending distribution to villages with less than 2000 people with the help of rural substockists/Star Sellers who are based in these very villages. As a result, the distribution network directly covers as of now about 40 per cent of the rural population. Under Project Streamline, the goods are distributed from C & F Agents to Rural Distributors (RD), who has 1520 rural substockists attached to him. Each of these substockists / star sellers is located in a rural market. The substockists then perform the role of driving distribution in neighboring villages using unconventional means of transport such as tractor and bullock carts. Project Streamline being a cross functional initiative, the Star Seller sells everything from detergents to personal products. Higher quality servicing, in terms of frequency, credit and fullline availability, is to be provided to rural trade as part of the new distribution strategy. The diagram in the next page shows the model of Project Streamline.

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Hindustan Lever Network (HLN)

It is the company's arm in the Direct Selling channel, one of the fastest growing in India today. It already has about several lakh consultants all independent entrepreneurs, trained and guided by HLN's expert managers. HLN has already spread to over 1500 towns and cities, covering 80% of the urban population, backed by 42 offices and 240 service centres across the country. It presents a range of customised offerings in Home & Personal Care and Foods. The New Compensation plan for HLN partners provides new exciting ways of earning substantial income in addition to offering rewards like revenue sharing through the innovative concept of pools Mother Depot and Just in Time System In order to rationalise the logistics and planning task, an innovative step has been the formation of the Mother Depot and Just in Time System (MDJIT). Certain C&FAs were selected across the country to act as mother depots. Each of them has a minimum number of JIT depots attached for stock requirements. All brands and packs required for the set of markets which the MD and JITs service in a given area are sent to the mother depot by all manufacturing units. The JITs draw their requirements from the MD on a weekly or biweekly basis.

Leveraging Information technology:

HUL customers are serviced on continuous replenishment. This is possible because of IT connectivity across the extended supply chain of about 2,000 suppliers, 80 factories and 7,000 stockists. This sophisticated network with its voice and data communication facilities has linked more than 200 locations all over the country, including the head office, branch offices, factories, depots and the key redistribution stockists. They have also combined backend processes into a common Shared Service infrastructure, which supports the units across the country. All these initiatives together have

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enhanced operational efficiencies, improved the service to the customers and have brought us closer to the marketplace.

RS Net Initiative:
The RS Net initiative, launched in 2001, aims at connecting Redistribution Stockists (RSs) through an internet based system. It now covers stockists of the Home & Personal Care business and Foods & Beverages in close to 1200 towns and cities. Together they account for about 80% of the company's turnover. RS Net is one of the largest B2B ecommerce initiatives ever undertaken in India. It provides linkages with the RSs own transaction systems, enables monitoring of stocks and secondary sales and optimises RSs orders and inventories on a daily basis through online interaction on orders, despatches, information sharing and monitoring. The ITpowered system has been implemented to supply stocks to redistribution stockists on a continuous replenishment basis. Today, the sales system gets to know every day what HUL stockists have sold to almost a million outlets across the country. Information on secondary sales is now available on RS Net every day. RS Net is part of Project Leap. Project Leap begins with the supplier runs through the factories and depots and reaches up to the RSs. This ensures HULs growth by ensuring that the right product is available at the right place in the right quantities and at the right time in the most costeffective manner. Leap also aims at reducing inventories and improving efficiencies right through the extended supply chain. RS Net has come as a force multiplier for HUL Way, the company's actionplan to not only maximise the number of outlets reached but also to achieve leadership in every outlet. RS Net has enabled stockists to place orders on a Continuous Replenishment System. This in turn has unshackled the field force to solely focus on secondary sales from the stockists to retailers and market activation. It has also enabled RSs to provide improved service to retail outlets. Simultaneously, HUL is servicing the rural market, key urban outlets, and the modern trade as a single concern.

Adexa iCollaboration suite

In 2000, HUL identified improved supply chain management as a critical business priority and launched a comprehensive initiative, Project Leap, tasked with increasing supplier/distributor responsiveness, reducing inventory buffers, and optimizing planning and scheduling. HUL chose the Adexa iCollaboration suite for facilitating centralized monitoring of the SCM, live customer /supplier collaboration, and integrating demand and distribution planning with production scheduling. With the aggregated view of data provided by the iCollaboration suite, HUL was able to combine sales and

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distribution efforts on the diverse product lines, which resulted in significant savings on the cost side for inventories and distribution. HUL updates inventory positions, shipments and customer orders on a daily basis with these software packages and can get a pulse on the market real time. (Fig. 3 HULs Turnover Compared with Competitors, 2006) (Fig. 4 HULs Market Leadership across various FMCG Categories)

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3. Channel Design
Hindustan Lever Limited (HUL) has two types of channel selling i. Regular (traditional) retail channel, ii. Direct Selling Channel in the name of Hindustan Lever Network (HLN). HUL has a well entrenched high distribution model which comprises of C&FAs, Redistribution Stockists, wholesalers and retailers (as shown earlier). Hindustan Unilever's distribution network is recognized as one of its key strengths. Its focuses on Product availability, Brand communication, and higher levels of brand experience. HULs Sales Breakup through different channels: Sales Break-up Through Different Channels7%60%33%Modern TradeRural Areas Channel Structure (Special Focus is on Jamshedpur) Typically, the goods produced in each of the HUL's 40 factories are sent to a depot with the help of a carrying and forwarding agent (C&FA). The company has its depot in every state of the country. The C&FA is a third party and gets servicing fee for stock and delivery of the products. In each town, there is at least a redistribution stockist (RS) who takes the goods from the C&FA and sells them to retail outlets. In Jharkhand the C&FA is in Ranchi and Jamshedpur is serviced by 3 Redistribution Stockists at Sakchi (M/s Om Prakash Agarwal), Bistupur and Parsudih. The HUL management realized certain problems with the existing sales model. First, the model was not viable for small towns with small population and small business. HUL found it expensive to appoint one stockist exclusively for each town. Secondly, the retail revolution in the country has changed the pattern the customers shop. Large retail self service shops are becoming commonplace.

RetailUrban

General

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In response of these problems, HUL redesigned its sales and distribution channel and the new system is known as 'diamond model' in the company. At the top end of the diamond, there are the self service retail stores which constitute 10% of the total FMCG market. The middle, fatter part of the diamond represents the profitcenter based sales team. In the bottom of the pyramid is the rural marketing and distribution which accounts for 20% of the business. As a result of the new distribution plan the company has planned to reduce the number of RS in small towns. Redistribution Stockists: Total number of RS in Jamshedpur = 3 (at Sakchi, Bistupur, Parsudih). This is going to be reduced to only one with effect from next month of this year. Sales Margin: 4.76% which includes cash discount, unloading expenses from depot, distribution expenses to retailers, incentive schemes & other incidental expenses. Modes of transport used: Rickshaw, tempo. Incentive schemes: Before 2000 holiday packages and tours but after 2000 no nonmonetary incentive for RS. Software systems and Information System: UNIFY 8.3 (Developed by IBM & CMC). This software needs to be synchronized daily and the system updates any information/ incentive schemes / sales figures etc to and from the common shared platform. Areas of Operations: Marked for each of the RS. Selling Operations: RSs sells the goods to o Wholesaler (gets 1.5 % max. discount from RS) o Retailers (gets 1.0% max. discount from RS) Wholesaler: Gets cash discounts and other schemes promoted by HUL (gets points under Vijeta Scheme). Retailers: Total retailer base in Jamshedpur: Approximately 1070. Sales Margin: Depends on the product o Soap, detergents 8% on MRP o Cosmetics 10% on MRP o Food items 8% on MRP

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Incentive schemes: Company programs (Scheme Discounts + Cash Discounts) TPR schemes based on Sales (1 % to 4 %) Vijeta scheme is not for retailers. Field Sales Force: To meet the everchanging needs of the consumer, HUL has set up a distribution network that ensures availability of all their products, in all outlets, at all times. This includes, maintaining favourable trade relations, providing innovative incentives to retailers and organizing demand generation activities among a host of other things. The important activities that HUL field sales force does are (i) target chasing and (ii) reporting on a daily basis. Account information is maintained on palmtops given by HUL. During our research and informal survey of HUL field sales force, we came to know that for the last two years, training is not being given at all to the sales force. HUL has limited the network channel selling to categories of Home & Personal Care (HPC) and Food products with exclusive brands for this channel. That is, these particular brands (products) are all exclusive to HLN, specifically developed for the Direct Selling channel, and not available in the retail channel. The general trade comprises grocery stores, chemists, wholesaler, kiosks and general stores. Hindustan Unilever services each with a tailormade mix of services.

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4. Initiatives taken to improve the Distribution Network

HUL has taken the following initiatives to improve its distribution network: Setting up of a fullscale sales organisation comprising key account management and activation to impact, fully engage and service modern retailers as they emerge. Servicing Channel partners and customers with continuous daily replenishment. Leveraging scale and building expertise to service Modern Trade and Rural Markets. Delayering of sales force to improve response times and service levels. Revamping of its sales organisation in the rural markets to fully meet the emerging needs and increased purchasing power of the rural population. HULs distribution network in rural India already directly covers about 50,000 villages, reaching about 250 million consumers through about 6,000 sub stockists.

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 Implementation of supply chain system that connects stockists across the country, and also includes a backend system connecting suppliers, all company sites and stretching right up to stockists. IT tools have been deployed for connectivity across the extended supply chains. Backend processes have been combined into a common Shared Service infrastructure. Launching of Project Shakti through which the company is able to extend its operations in villages. HUL has also included several NGOs and state governments as the initiative helps rural women to improve their financial position. Launching of HUL Network to leverage the channel of direct selling by presenting customised offerings in 11 home and personal care and food categories. Started in 2003, it already has a base of 300,000 consultants across the country. Starting of franchised Lakme Beauty Salons and Ayush Therapy centres to offer standardised services, in line with the strategy to leverage the equity of its brands through relevant services. Finding out Innovative ways to reach out to its consumers, particularly in rural areas by leveraging nonconventional media like wall paintings, cinema vans, weekly markets (haats), fairs and festivals. Initiating the concept of Super Value Stores (SVS) in urban areas to partner traditional stores to provide a range of services ranging from managing their inventory to setting up POS (point of sale) banners. In addition to this, to boost up traditional retail in the face increasing inroads made by large, modern retailing chains like Spencers, Reliance Fresh etc (where HUL is squeezed harder for discounts), HUL started restructuring some of the selected SVSs into the form of selfservice retail shops a la modern retails. This is to protect & maintain the competitive advantage that HUL has over its biggest competitors in the other markets (e.g., P&G), with its very deep distribution reach through traditional retail. Launching the Unicare scheme with upmarket pharmacies and retailers to sale its premium brands. Undertaking several initiatives for traditional channels in order to improve its capabilities at the frontend by developing skills for stockists' sales force. Under 'Project Dronacharya', the FMCG major continuously imparted training to over 10,000 stockist salesmen. Launching of several promotional schemes for existing wholesalers and distributors. For instance, it has started the Vijeta Rishta Jeet Ka scheme last year to provide a platform for the wholesaler and HUL to grow the business by earning points and redeeming them.

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5. Field Force Management

The working cycle of a typical HUL field force member is from 21st of every month to the 20th of the next month. During this period he is given various targets that helps to achieve company objectives and gives him a chance to prove his performance relative to other. To start with the field force member is given a particular area and his responsibility is to cater to all the retailers in that area. While deciding the area for each member of the field force, the company makes sure that the operating area of each field member doesn't overlap with his other colleagues. There are various methods used by the company to incentivize the field force Monetary and Non Monetary. In HUL, the field force is evaluated using QOC (Quality of Contribution). It consists of 4 components 1. Secondary Sale (Max points = 2.5) 2. Eco (Max points = 0.5) 3. Focus (Max points = 0.5) 4. FCS (Max Points = 0.5) QOC FCS ECO SECONDARY FOCUS

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Secondary Sale Based on the operating area, each member is given a specific target in terms of value (e.g., Rs. 15 lacs) for the operating month (21 20 of next month). If he achieves 100% of the target he gets 2.5 points, if he achieves 95% target he gets 1.5 points. These points are used to add to the total QOC score as well as linked to monetary incentive. ECO / Width pack Target This is used for the penetration/reach of certain products in the existing market. The following is a typical ECO target assigned to a field force agent: Lux International 105 outlets x 1 SKU Pears Soap 135 outlets x 1 SKU Rin 104 outlets x 1SKU Breeze Soap 100 outlets x 1 SKU The outlets mentioned are within the operating area of the person and 1 SKU = Rs. 27/. Based on this the Field person calculates number of packs he should sell to the retailers. The concerned th th agent receives this target around 25 of each month and has to complete this target within the 5 day of next month. Upon completion he gets additional 0.5 points added to his QOC score along th with monetary incentive associated with it. However if this is not met within 5 , he looses the opportunity. Focus / Depth Pack target This is mainly used to increase the sales volume of certain products. A typical Focus target is given below: Lux International Rs 20,640 / @ Rs 6/ per unit Life Buoy Rs 70,220 / @ Rs 10/ per unit Wheel Rs 99,000 / @ Rs 10/ per unit Breeze Soap Rs 27,000 / @ Rs 10 / per unit This target needs to be achieved within 20 of next month. Upon achieving the target the field person is awarded 0.5 points which is then added to his overall QOC score. Field Capability Score (FCS) In this component, the field force persons are required to ensure that the scheduled visit/outlet billing is such that at least 15 items are demanded per order. If this is achieved the retailer gets a discount of 1% on the billed amount and on the other hand the field person gets an additional score of 0.5 which is added to his QOC score. Each scheduled visit per outlet is one per week. For example if there are 100 outlets within the operating area of a field person then the number of visit per week is 100 and total number of visit per month = 100x4 = 400.
th st th

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The sales person is required to achieve 90% success rate to get 0.5 points for his QOC score and at least 65% for a satisfactory performance. Non Monetary Methods The other purpose of the QOC scores is to highlight the performance of the field person among his peers. Based on the QOC various awards are distributed to the field persons at the end of every month. These awards are also known as MOC Star awards. MOC stands for Monthly operating Cycle. If QOC score > 4.5 The person is eligible for 7 star award If QOC score > 4 The person is eligible for 5 star award If QOC score > 3.5 The person is eligible for 3 star award In the event of exceptional performance, management representatives from the regional office come to the zonal office to distribute the awards. The photograph of the award winners is displayed in the office as a source of inspiration for other sales person. Target Setting Mechanism and monitoring The regional office monitors the performance of various zones. A thorough analysis is done at the end of each month and based on that the weak products are identified or those for which the demand has weakened. This is the basis of setting ECO and FOCUS targets for the field persons. Each field person is given a palmtop wherein he can feed the entries on the spot where the transaction is done. This solves basically the two purposes a) The field person is freed from the tedious task of maintaining cumbersome records and can then concentrate on the job (thus IT is replacing some of the field force or other channel members), b) The sold item is immediately updated in the company information system.

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6. Analytical Framework
We tried to analyze HULs distribution network in the light of 20 most significant variables that affect the distribution part of channel management for any organization in the business of marketing & selling of goods. The variables, their explanations and their impact on the HULs distribution network are given below 1. Number of Consumers In retail business dominated by traditional stores like Kirana Stores etc (Indian retail business falls in this category), higher the no. of consumers, higher will be the no. of channel intermediaries. The implication of this is that there will be many layers in the channel in such a situation and managing such a complex distribution network by keeping tabs on every player will be a huge task. Moreover, Transport & Logistics (T&L) support provided by the organization needs to be well organized. Implication for HUL HULs key strength lies in managing its distribution network in India. HUL is Indias largest FMCG company with unmatched distribution network, which is built over a century focusing on traditional retail. HUL's distribution network comprises about 4,000 redistribution stockists, covering about 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers in India. Its said that HUL is able to touch the lives of about 2 out of every 3 Indian consumers. This achievement is due to the sheer strength of its distribution network (products should be good as always, otherwise they will find no buyers in the long run). For a comparison, P&G, worlds largest FMCG major, does not find its name in the list of top 5 FMCG majors in India as its strength lies in managing modern retail (biggest example, WalMart), but not traditional retail. 2. Geographic Dispersion of Consumers Again, this is closely related with the previous variable, more so in a large, geographically diverse country like in India. With the increase in this dispersion level, more intermediaries and more layers are required in the distribution network so as to effectively reach the length & breadth of the country. Obviously the T&L management for such an organization would be critical to accomplish this. Implication for HUL For a country as geographically diverse as India, panIndian presence & market leadership can only be possible when products reach even the remotest parts of the country. HUL is very successful in achieving and maintaining this reach due to its distribution network. 3. Frequency of Purchase If the frequency of purchase is high, then transport intensity in the last mile (i.e., from distributor to retailers) increases manifold. For FMCG products, as a thumb rule we can take that the mean time between two purchases is ~ 90 days. With the introduction of smaller form factor packaging for FMCG goods (Re.1 / shampoo sachets being a very good example), the transport intensity increased further.
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Implication for HUL HUL has about 4000 redistribution stockists, who supply to approx. 6.3 million outlets across India. Since manufacturing is done at 40 plants around the country, rationalizing the logistics and planning is a huge task. An innovative step in that regard has been the formation of the Mother Depot and Just in Time System (MDJIT). Certain C&FAs were selected across the country to act as mother depots. Each of them has a minimum number of JIT depots attached for stock requirements. All brands and packs required for the set of markets which the MD and JITs service in a given area are sent to the mother depot by all manufacturing units. The JITs draw their requirements from the MD on a weekly or biweekly basis and supply to stockists in that area, who, in turn, supply to retailers. 4. Tendency to Postpone Purchase If the tendency to postpone purchase is lesser, then the product will be easier to distribute. For example, products/services like Fire Extinguishers, Life Insurance etc. are such that though these are needed, the overall tendency for the consumers is to postpone the purchases these products/services can be termed as necessary evil. For this kind of products, regular reinforcement in the minds of consumers becomes necessary, sales field force becomes critical and use of expert field force is commonplace. Implication for HUL Since FMCG products are used regularly and these products are not necessary evils, distribution network of HUL does not require any expert field force to sell its products. Only the recent diversification of HUL into Home Water Purification business (Pure It brand) needs dedicated field sales force. 5. Level of Familiarity/Knowledge (of consumer) about the Product If the level of familiarity of consumer with the product is higher, lower will be the importance of field sales force and higher will be the importance of channel. Implication for HUL Since FMCG goods are very much familiar to consumers, channel and its different members are very much important to HUL and field sales forces function is mostly limited to channel management and ensuring availability of products.

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6. Degree of Brand Loyalty If the consumers are more brand loyal, then less push will be required from the channel members to sell the products as there will be sufficient pull or demand from the consumers. This implies that for products with loyal customer base, efforts from the channel members can be much lesser for final offtake to happen which in turn leads to lesser margins to the channel members for those products. For faster moving products (mostly due to brand pull), retailers may not be averse to slightly lesser margins as rotation of the products is high and thus his/her ROI is protected. Retailers ROI = InvestmentRotationinMarg For a FMCG player with a nonestablished brand, margins to channel members and point of sale (POS) advertising are both important. Implication for HUL As HUL enjoys leadership position in many FMCG segments like Soaps, Detergents, Personal Care products etc with strong brands with continuous pull, HUL has less to worry about margins to channel members or POS advertising. But this situation can change considerably in the face of rise of a significant competitor having almost the same reach as HUL has (e.g., ITC as its eating into HULs market share continuously since it entered FMCG segment). 7. Purchased on Impulse The impulse purchase products like chocolates, toffees, colas, ice creams etc. follow Says Law which states that Supply Creates Demand, implying availability of these products are the most critical aspect for these to be sold and consumed. This stresses on the fact that T&L for these products becomes very important. Implication for HUL HUL has only one product in this impulse purchase category Kwality Walls (ice cream). HUL is #2 after Amul in this FMCG segment. To increase this brands sale & market share, availability, visibility and consumer mind share has to be increased and improved as well. 8. Level of Involvement (LOI) Level of involvement (i.e., time & effort spent by the consumer) generally depends on the product cost. If LOI is higher, lower is the importance of availability and more critical is the

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supply of information as consumer decision process depends more on elaborate information search. Implication for HUL As FMCG products are generally Low Involvement Products, HUL has to bother more on ensuring availability of the products, rather than supply of information. 9. Purchased as a Basket of Goods The products which are generally bought together by consumers as a basket of goods (e.g., Rice, Flour powder, Cooking oil etc at the beginning of the month) are to be made available together for final offtake. Implication for HUL This aspect partly applies to HULs products as some products like shampoos, soaps, detergents may fall in a basket. Efficient distribution network of HUL ensures availability of all such products at each selling point (individual retailer). 10. Speed & Complexity of Decision Making Process If the speed is low, then the complexity of the decision making process is higher and greater is the importance of field sales force and the salespersons skill, knowledge and quality. Implication for HUL For FMCG products, complexity of decision making process is not there and so, speed of decision making is high. This means that for HUL, field sales force is of limited functional usage. 11. Present of Expert Influencer in the Decision Making Process Roles of sales field force vary depending upon whether expert influencer (e.g., doctors) is present in the process or not. If present, then consumer buying behavior may become subcontracted and the expert influencer becomes another customer of the network, apart from the enduser. In that situation two groups of sales force are needed to cater to both the segments. Implication for HUL For FMCG goods, role of expert influencer is limited. But companies try to associate brands with regulatory bodies/authorities and show advertising with experts commenting upon superior virtues of a product in an attempt to make the buying behaviour shift from picking/variety

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seeking to subcontracted and make consumers more loyal to the brand. These are true for HUL also (e.g., Ponds Intitute). 12. Element of Crisis Purchase Exists If element of crisis purchase exists in the buying decision of a product (for example, bulbs & tubes), then its availability becomes critical. Implication for HUL None of the products of HUL fall under this category. Nevertheless, availability of products of HUL is necessary for other reasons. 13. Element of Risk Aversion Exists If the level of involvement of the consumer in buying decision process is higher, risk taking tendency of the consumer will be lower or consumer will be more risk averse. In such a situation, channel members can unsell a brand by giving explicit or implicit suggestions. This implies that in such a case, selling depends on many cases how the company is taking care of channel members (keeping them happy) such that they are not lured by other competitors or directed by grievances so as to unsell the brand. This situation is prevalent mostly in Consumer Durables (like TV, Refrigerators etc.). In FMCG goods, the situation does not exist per se. Implication for HUL HUL is not affected for its FMCG products by this variable. For water purifier Pure It, this can have considerable impact if its sale starts to happen through channel members rather than by field sales force as is happening now. 14. Perishability of the Product If the product is perishable (having small shelf life; examples newspaper, milk, fruits etc), then the dimension of speed in reaching the end consumers becomes critical & T&L assumes great significance for the company. Implication for HUL The FMCG products that HUL sells are not perishable by nature, but have limited life. So this aspect is not critical for HUL. 15. Time Band Associated with the Purchase of the Product If there is seasonality/cyclicity for the demand or purchase of the product (examples st newspaper, milk are most on demand in the 1 three hours of the day; cooking oil, rice st grocery items are most on demand in the 1 week of the month), then high T&L and infrastructural requirements are needed for the last mile for the time band when demand is maximum. It is possible to have idle capacity in the areas mentioned above outside the peak required time band.

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Implication for HUL For some of the products of HUL, the above stated variable is significant. For example, in Food segment, Branded Atta Annapurna; in segments like Laundry Detergents, Shampoo & Hair Oil etc. this element of demand time band exist to a certain extent. This underscores the importance of T&L for HUL as the transport intensity between distributors and retailers st th increases in the 1 & 4 week of a month for the products mentioned above. This is over and above the regular replenishment of stocks at retailers done by distributors. Festivals like Holi etc. may also increase the demand for personal care items like soaps, shampoos etc for a short period and distribution network should be geared up not to miss any such opportunity. 16. Fungibility Fungibility is the property of a good or a commodity whose individual units are capable of mutual substitution. Examples of highly fungible commodities are crude oil, wheat, orange juice, precious metals, and currencies. Fungibility has nothing to do with the ability to exchange one commodity for another different commodity. It refers only to the ease of substitution of one unit of a commodity with another unit of the same commodity for all intents and purposes. Fungibility is different from liquidity. A good is liquid and tradable if it can be easily exchanged for money or for another different good. A good is fungible if one unit of the good is substantially equivalent to another unit of the same good of the same quality at the same time and place. It is said that commodities are fungible, goods tangible, services intangible, 1 experiences memorable & transformations are effectual . As an example, one Rs. 100/ bank note is interchangeable with another. Cash is fungible. A barrel of West Texas Intermediate crude oil is fungible (direct exchange) with another barrel of the same crude oil. Oil (of the same type) is fungible. Fungibility does not imply liquidity, and liquidity does not imply fungibility. Jewels can be readily bought and sold (the trade is liquid), but individual diamonds, being unique, are not interchangeable (diamonds are not fungible). Indian rupee bank notes are interchangeable in London (they are fungible there), but they are not easily traded there (they are not liquid in London). In contrast to diamonds, gold coins are fungible. They are also liquid, especially under a gold standard. The combination of fungibility and liquidity is one of the reasons why gold has successfully served as money for thousands of years. Further, a fungible thing can become nonfungible under some circumstances. For example, an old coin or a currency note may assume a value which is way above its face value due to historical reasons or due to some defects in it which makes it unique from others from a viewpoint which sees it differently than its intended purpose. The outcome of product fungibility is that the more fungible a product becomes, higher is the chance that parts of the distribution channel it can be replaced by IT. A good example of this

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is dematerialization (Demat) route for share trading now where there is no physical existence of shares. Implication for HUL As branded FMCG goods are not fungible per se (branding is done to decommoditize & differentiate the product), the importance of channel members will continue. 17. Degree of Customization Possible Degree of customization directly affects economies of scale; higher the customization, lesser the economies of scale. Also, criticality of sales field force increases with customization levels of the offering. Implication for HUL For FMCG products of HUL, which are mass produced, such customizations are not possible and thus with higher economies of scale, lower criticality of field forces from the standpoint of customization of product offerings, costs are lower in these respects with HUL. 18. Negative or Positive Reinforcing Product Negative reinforcing products are those which are bought to avoid/reduce the problem (ex. insurance, washing machine, car battery etc). Positive reinforcing products are those which gratify the senses (ex. Perfumes, Chocolates, Vacation etc). Shopping experience becomes a critical aspect for positive reinforcing products to reaffirm the positive feelings. Implication for HUL Axe & Rexona deodorants are distinctly positive reinforcing products from HUL, including others like Lux, Lakme etc. So these are seen in most shopping malls etc. with high visibility displays to reaffirm the feelings. Consumers are willing to pay higher for these brands.

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. Value/Volume Ratio (Value Density) of the Product This ratio is very important for both the company and the retailer for its two critical aspects T&L cost and retailer ROI/sq. cm (retailers are actually in real estate business in true sense). Higher the ratio, better it is for both company and the retailer as higher ratio signifies lesser T&L cost per unit volume transported for the company and greater ROI per unit of shelf space for the retailer. Implication for HUL In general for FMCG goods and for HUL as well, value density is relatively lower. In addition to this fact, increasing trend towards using smaller pack sizes increases the packaging density (increased packaging density increase cost to some extent, but favours mechanized handling greatly, reducing handling costs). Since value density is less, transportation costs will be higher and thus it is of economic sense to have manufacturing plants located closure to major markets. This is the reason HUL has various manufacturing plants (40 in totality) located across India. This is a pointer to the fact most of the major FMCG players (including HUL) use contracted manufacturing dispersed across the geographic spread so as to lower transportation cost component. Here we see that the marketing expenses of HUL are among the lowest in the market (only the second lowest after Colgate Palmolive which has very good brand pull for its Colgate toothpastes). This proves that HUL is able to maintain considerable brand pull through advertising. ITC again comes among the lowest its tobacco products require very little push and have very high rotations. Also, ITC mostly deals with small retailers and distributors (paancigarette shops owners) who have marginal bargaining power. Another revelation is that Henkel, which has zero advertising expenditure, has the highest marketing expenses among all others. But this strategy to push the products through the channel partners may not be a good one for Henkel as it might be losing out for the lack of visibility and thus consumer mind share and brands such as Margo, Fa, Neem toothpaste etc are losing out in the market. Further, it is also a pointer to the fact that Henkels largest business share is in industrial

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chemicals (adhesives, sealants e.g., popular brand Loctite; this segment constitute ~44% of worldwide sales of Henkel) and for B2B, advertising per se is not that much important. For B2B , important is directselling approach, which generally requires negotiations, volume discounts etc, which are reflected in highest marketing expenses (as percentage to sales) compared to others. P&G is in between the extremes and with considerable advertising expenses also, it is unable to create sufficient pull for its products in India (as evidenced by the fact that marketing expenses are also relatively higher) or its getting stuck for the lack of sufficient distribution muscle a la HUL in traditional retail in India and suffers from lack of reach and availability at the end consumer level. As mentioned earlier, both ColgatePalmolive and ReckittBenckiser both enjoys very good brand loyalties and market leadership for their key brands like Colgate toothpastes and Dettol (#1 in antiseptics), Herpic, Mortein etc. This is corroborated by the fact that these companies have some of the lowest marketing expenses (as percentage to sales) in the group, as shown in the chart.

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Recommendations:

Servicing Channel partners and customers with continuous daily replenishment Leveraging scale and building expertise to service Modern Trade and Rural Markets. Delivering of sales force to improve response times and service levels. Undertaking several initiatives for traditional channels in order to improve its capabilities at the front-end by developing skills for stockists' sales force. Launching of several promotional schemes for existing wholesalers and distributors. For instance, it has started the Vijeta - Rishta Jeet Ka scheme last year to provide a platform for the wholesaler and HUL to grow the business by earning points and redeeming them.

Conclusion:

According to above analysis and whole research I observed that, the distribution network of HUL is one of the key strengths that help it to supply most products to almost any place in the country from Srinagar to Kanyakumari. This includes, maintaining favourable trade relations, providing innovative incentives to retailers and organizing demand generation activities among a host of other things. Each business of HUL portfolio has customized the network to meet its objectives. The most obvious function of providing the logistics support is to get the companys product to the end customer.

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BIBLIOGRAPHY:
MAGAZINES Business today Investor India Business world Economics times Business standard WEBSITES: www.hll.com www.hll.unilever.com www.unilever.com www.forrestscott.com www.workforce.com. HUL Website (http://www.hul.co.in/) Colgate Palmolive Website (http://www.colgate.co.in/app/Colgate/IN/HomePage.cvsp) Emami Group Website (http://www.emamigroup.com/Brands)

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