Internship Report on

SALES AND DISTRIBUTION MANAGEMENT IN (HUL)

BY

AMIT KUMAR

ID- ASM12PGDM006

Submitted to

ACHARYA SCHOOL OF MANAGEMENT, BANGALORE

In partial fulfillment of the requirements for the award of the degree of

POST GRADUATE DIPLOMA IN MANAGEMENT

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Prof: RAVI KUMAR SANJAY GUPTA

ACHARYA SCHOOL OF MANAGEMENT

Department of PGDM (2012-2014)

Dr Sarvepalli Radhakrishnan Road

Soldevanahalli, Hesarghatta Main Road, Bangalore -560090

1
 CERTIFICATE

This is to certify that AMIT KUMAR bearing Roll Number ASM1204003, is a bonafide

Student of Post Graduate Diploma In Management, Acharya School of Management

(Batch 2012-14), Approved by AICTE, Ministry of HRD, New Delhi. Internship report on

“SALES AND DISTRIBUTION MANAGEN (C.G)” is prepared by him/her under the guid-

ance of Prof: RAVI KUMAR, in partial fulfillment of the requirements for the award of Post

Graduate Diploma in Management.

Signature of Internal Guide Signature of Head & Mgmt Studies

Prof: RAVI KUMAR

2
 Internship Completion Certificate

It is here by certified that Mr. /Ms. _AMIT KUMAR , student of the Acharya School of
Management has completed the Internship at our organization _TRIMURTI ENTER-
PRISES BHILAI from_27-OCT-2013_ to _04-01-2014 successfully.

Mr. AMIT KUMAR during his/her stay at our organization has performed the assigned
worked satisfactorily and conduct was good. The student has attended all days for com-
pleting his/her internship.

Reporting Officer
(With Name, Designation
Contact Number & Seal)

3
 DECLARATION

I AMIT KUMAR, hereby declare that the Internship report entitled “SALES AND DISTRI-
BUTION MANAGEMENT IN (C.G) ”with reference to “TRIMURTI ENTERPRISES
BHILAI” prepared by me under the guidance of (Prof: RAVI KUMAR) , faculty of the
Acharya School of Management.

I also declare that this Internship project is towards the partial fulfillment of the curriculum
requirements of PGDM Program at the Acharya School of Management.

I have undertaken this project for a period of 10 weeks. I further declare that this
project is based on the original study undertaken by me and has not been submitted
for the award of any degree/diploma from any other University/Institution.

Place: Bangalore Signature of the student

Date: 22-Jan-2014

4
 TABLE OF CONTENTS

CONTENTS Page No

Chapter 1: Executive Summary 06

Chapter 2: Objective of the Study 08

Chapter 3: Industry Profile

10

12

Chapter 4: Company Profile 35

Chapter 5: SWOT Analysis 43

Chapter 6: Methodology of data collection 46

Chapter 7: Analysis and Findings 55

Chapter 8: Recommendations 64

Chapter 9: Conclusion 68

5
 CHAPTER 1

EXECUTIVE SUMMARY

6
 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. The study was done with reference to many products of
HUL and there distribution channel in DURG, BHILAI of (C.G).
It was a useful learning to understand the working of HUL.

7
 CHAPTER 2

OBJECTIVE OF THE STUDY

8
 Objective of the Study

 To understand the distribution network of Hindustan Unilever Ltd.

 To find the ways to use the distribution network as the key differentiating
factor from its competitors.

Scope of the study

 The scope of the study is confined to distribution networks in DURG,

BHILAI only, as the project duration is short time.

Limitayion of study

9
 The distributors showed lack of interest due to time constraint or some other
personal issues.

CHAPTER 3

INDUSTRY PROFILE

10
 Industry Profile

Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer pack-

aged goods. Items in this category include all consumables (other than groceries/pulses)

people buy at regular intervals. The most common in the list are toilet soaps, detergents,

shampoos, toothpaste, shaving products, shoe polish, packaged foodstuff, and house-

hold accessories and extends to certain electronic goods. These items are meant for daily

of frequent consumption and have a high return.

The Indian FMCG sector with a market size of US$14.8 billion is the fourth largest sector

in the economy. The FMCG market is set to double from USD 14.7 billion in 2008-09 to

USD 30 billion in 2012. FMCG sector will witness more than 60 per cent growth in rural

and semi-urban India by 2010. Indian consumer goods market is expected to reach $400

billion by 2010.Hair care, household care, male grooming, female hygiene, and the choc-

olates and confectionery categories are estimated to be the fastest growing segments. At

present, urban India accounts for 66% of total FMCG consumption, with rural India ac-

11
counting for the remaining 34%. However, rural India accounts for more than 40% con-

sumption in major FMCG categories such as personal care, fabric care, and hot bever-

ages. In urban areas, home and personal care category, including skin care, household

care and feminine hygiene, will keep growing at relatively attractive rates. Within the foods

segment, it is estimated that processed foods, bakery, and dairy are long-term growth

categories in both rural and urban areas.The growing incline of rural and semi-urban folks

for FMCG products will be mainly responsible for the growth in this sector, as manufac-

turers will have to deepen their concentration for higher sales volumes.

Major Players in this sector include Hindustan Unilever Ltd., ITC (Indian Tobacco Com-

pany), and Nestlé India, GCMMF (AMUL), Dabur India, Asian Paints (India), Cadbury

India, Britannia Industries, Procter & Gamble Hygiene and Health Care, Marico Industries,

Nirma, Coca-Cola, Pepsi and others. As per the analysis by ASSOCHAM, Companies

Hindustan Unilever Ltd, Dabur India originates half of their sales from rural India. While

Colgate Palmolive India and Marico constitutes nearly 37% respectively, however Nestle

India Ltd and GSK Consumer drive 25 per cent of sales from rural India.

A rapid urbanization, increase in demands, presence of large number of young popula-

tion, a large number of opportunities is available in the FMCG sector. The Finance Minis-

ter has proposed to introduce an integrated Goods and Service Tax by April 2010.This is

an exceptionally good move because the growth of consumption, production, and em-

ployment is directly proportionate to reduction in indirect taxes which constitute no less

than 35% of the total cost of consumer products - the highest in Asia.. The bottom line is

12
that Indian market is changing rapidly and is showing unprecedented consumer business

opportunity.

CHAPTER 4

COMPANY PROFILE

13
 Company Profile

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

soap bars, embossed with the words "Made in England by Lever Brothers". with it, began

an era of marketing branded Fast Moving Consumer Goods (FMCG).

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

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

in 1937.

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

turing Company, followed by Lever Brothers India Limited (1933) and United Traders Lim-

ited (1935). These three companies merged to form HUL in November 1956; HUL offered

10% of its equity to the Indian public, being the first among the foreign subsidiaries to do

so. Unilever now holds 52.10% equity in the company. The rest of the shareholding is

distributed among about 360,675 individual shareholders and financial institutions.

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

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

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

14
acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired

Lipton in 1972 and in 1977 Lipton Tea (India) Limited was incorporated.

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

fold through an international acquisition of Chesebrough Pond's USA in 1986.

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

nomic growth. The growth process has been accompanied by judicious diversification,

always in line with Indian opinions and aspirations.

The liberalization of the Indian economy, started in 1991, clearly marked an inflex-

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

the company to explore every single product and opportunity segment, without any con-

straints on production capacity.

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

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

Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL

and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Uni-

lever Limited, to market Lakme's market-leading cosmetics and other appropriate prod-

ucts of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL

and divested its 50% stake in the joint venture to the company.

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

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

Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its

15
factory represents the largest manufacturing investment in the Himalayan kingdom. The

UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products

both for the domestic market and exports to India.

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

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

General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan

business from the UB Group and the Dollops Ice-cream business from Cadbury India.

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

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

less than 5000 individuals. It is a unique win-win initiative that catalyses rural affluence

even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs cov-

ering over 100,000 villages across 15 states and reaching to over 3 million homes.

In 2002, HUL made its foray into Ayurvedic health & beauty center category with

the Ayush product range and Ayush Therapy Centers. Hindustan Unilever Network, Direct

to home business was launched in 2003 and this was followed by the launch of ‘Pure-it’

water purifier in 2004.

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

after receiving the approval of shareholders during the 74th AGM on 18 May 2007. Brooke

Bond and Surf Excel breached the Rs. 1,000 crore sales mark the same year followed by

Wheel which crossed the Rs. 2,000 crore sales milestones in 2008.

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

16
BRANDS

HUL is the market leader in Indian consumer products with presence in over 20

consumer categories such as soaps, tea, detergents and shampoos amongst others with

over 700 million Indian consumers using its products. Sixteen of HUL’s brands featured

in the ACNielsen Brand Equity list of 100 Most Trusted Brands Annual Survey (2008).

According to Brand Equity, HUL has the largest number of brands in the Most Trusted

Brands List. It has consistently had the largest number of brands in the Top 50, and in

the Top 10 (with 4 brands).

The company has a distribution channel of 6.3 million outlets and owns 35 major

Indian brands. Its brands include Kwality Wall's ice-cream, Knorr soups & meal mak-

ers, Lifebuoy, Lux, Pears, Breeze, Liril, Rexona, Hamam and Moti soaps, Pure-it water

purifier, Lipton tea, Brooke Bond (Roses, Taj Mahal, Taaza, Red Label) tea, Bru cof-

fee, Pepsodent and Close Up toothpaste and brushes, and Surf, Rin and Wheel laundry

detergents, Kissan squashes and jams, Annapurna salt and atta, Pond's talcs and

creams, Vaseline lotions, Fair and Lovely creams, Lakme beauty products, Clear, Clinic

Plus, Clinic All Clear, Sunsilk and Dove shampoos, VIM dishwash, Ala bleach, Domex

disinfectant, Modern bread, Axe deo sprays and Comfort fabric softeners.

17
MILESTONE ACHEIVED

 Five of HUL's leading brands – Lux, Dove, Pears, Clinic Plus and Sunsilk – won

the Reader's Digest Trusted Brand 2008 Awards.

 Four HUL brands featured in the top 10 list of the Economic Times Brand Equity's

Most Trusted Brands 2008 survey

 HUL was awarded the Bombay Chamber Civic Award 2007 in the category of Sus-

tainable Environmental Initiatives.

 HUL was selected as the top Indian company in the FMCG sector for the Dun &

Bradstreet - American Express Corporate Awards 2007.

HINDUSTAN UNILEVER LIMITED INDIA’S LARGEST FMCG COMPANY

18
19
 HUL DISTRIBUTION NETWORK

MANUFACTITS 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

20
This is the whole Distribution Chain of HUL to cover the rural market. The company have
remarkably worked upon to make the supply chain from manufacturers to retailers simple
with very few number of mediators and jobbers. It has helped them to maintain the trans-
parency in the cycle and also have let them established a prompt delivery process. 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 ac-
cording to the wholesalers demand. The wholesalers then supply the products to the
semi-wholesalers and the retailers as per the volume of their order. Then the semi-whole-
salers deliver the products to the retailers and customers.

MANUFACTURER

STAGE 1-

C&F

In this stage the products reach to the Carriage and Forwarding unit from various manu-
facturing units established all across India. The volume of the delivery depends upon the
quantity required/ordered by the C&F unit. The depot sends the request of the volume of
the products to the Head Office, which then order the various factories to supply the prod-
ucts to the mentioned depot. The supply is met within a week. HUL has 45 C&F’s with
7000 stockists and 2000+ suppliers and associates to target the market.

21
 C&F

WHOLESALERS
STAGE 2-

The C&F then supplies the products according to the demand of various wholesalers.
Each of the depot cover a region assigned to them.

Each C&F acquires 5-7 trucks and hire 4-5 more trucks to supply products everyday.

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.

22
 HUL DISTRIBUTION NETWORK IN RURAL MARKET

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

AGENTS

RETAILERS

CUSTOMERS

IN Rural Geographic Regions of India the product which should be made by the manu-
factures can be delivered through by C & F unit and these unit provide stock in the hand
of the merchant wholesalers. Wholesaler delivers the product or stock to the different
retailers (who sales stock in breaking bulk) through by agents. The main difference in
urban and rural areas distribution networks are the agent who made relation between

23
merchant wholesalers to retailers. Retailers can sell stock in small quantity to the ultimate
consumers.

24
 CHAPTER 5

SWOT ANALYSIS

25
SWOT ANALYSIS

Strengths

HLL enjoys a formidable distribution network covering over 3400 dis-

t r i b u t o r s a n d 1 6 million outlets. This helps them maintain heavy volumes,

and hence, fill the shelves of most outlets. The new sales organization named 'One

HLL' brings "Household and Personal Care “and foods distribution networks to-

gether, thereby aligning all the units towards the common g o a l o f a c h i e v i n g

success. HLL has been continuously able to grow at a rate more than

growth rate for FMCG Sector, thereby reaffirming its future stronghold in Indian

market. P r o j e c t S h a k t i Rral India is spread across 627,000 vil-

l a g e s a n d p o s s e s s e s a s e r i o u s distribution challenge for FMCG

C o s . H L L h a s c o m e u p w i t h a u n i q u e a n d s u c c e s s f u l i nitiative wherein the

women from the rural sector market HLL products, and hence, are able to reach the

same wavelength as of the common man in village. Apart from product reach,

the initiative also creates brand awareness amongst the lower strata

o f s o c i e t y . T h i s h a s brought about phenomenal results.

Weakness

26
HLL's market dominance, originating from its extensive reach and strong brand presence,

allowed it to raise the prices even as raw materials were getting cheaper. Hence, though

the volumes decreased, the margins grew, and company was

a b l e t o e a r n m o r e p r o f i t s . B u t h i g h e r m a r g i n s a t t r a c t e d competition in

areas of operations. HLL's strategy remained focused on creating power

brands and earning higher margins. It was not left with any other option but to try cutting

down the costs in order to protect volumes, if not increase it. As shown in above figure,

the key differentiators for an FMCG player are ability to call shots and pricing

power, and HLL has shown weakness over both the refactors. HLL's weakness

was its inability to transform its strategies at the right time. They continued w i t h t h e

same old strategy which helped them gain profits but was not genuine

i n t h i s c h a n g e e nvironment. HLL's risk aversion and market myopia led to

stagnation of business, and ferocity of competition forced it into a defensive mode.

Lack of pricing power in core business and absence of growth drivers have put HLL on a

deflationary mode.

Opportunities

India is one of the world's largest producer of FMCG goods but its exports are miniscule

as compared t o p r o d u c t i o n . T h o u g h I n d i a n C o s . h a v e b e e n g o i n g g l o b a l ,

t h e i r f o c u s i s m o r e t o w a r d s A s i a n countries because of the similar prefer-

ences. HLL is one of the top companies exporting FMCG goods from India. An

27
expansion of horizons towards more and more countries would help HLL grow its con-

sumer base and henceforth the revenues. Opportunity in Food Sector - The advent of

modern trade has opened up greater opportunities for HLL to diversify its brand and

strength its food division. It could look at introducing products from its parents

stable like margarines and could also look at expanding its Knorr range of products.

Well-placed to take advantage of future FMCG Growth – HUL reach out 80% of 207

million households in the country through various brands. It has a very well-

defined product portfolio spread across many product categories. Penetration levels for

some major

Categories like skin-cream (22%), shampoo (38%), toothpaste (48%) and processed

foods, continue to remain low offerings but great growth opportunities products.

Threats

ITC has reduced its dependence on the cigarettes business - Contribution of

the core business in revenues has come down from 87% in FY99 to 70% in

FY05. Over a period of five years, ITC has extended its presence into areas

like foods, retailing, hotels, greetings, agro, paper, etc. These are businesses

that can give it growth impetus in the long run. With ITC gaining momentum in

each of these businesses, it is turning into a consumer monolith, and hence,

28
the greatest threat to HLL's Business. SSKI India has gone on to say, "they maintain

Out performer on ITC with a price target of Rs. 2200, while our under performer call on

HLL remains unaltered (price target of Rs. 160)."

29
 CHAPTER 6

METHODOLOGY OF DATA COLLECTION

Methodology of Data Collection

30
The Data for this project was collected through Primary and Secondary sources.

PRIMARY DATA:

 It is essential to collect PRIMARY DATA to make sample survey. A successful and the

most popular technique of data collection is through a questionnaire, thus a question-

naire was framed and distributed manually among different people who are residing in

the CHATTISGARH region.

SECONDARY DATA:

 This Report is dedicated to Secondary information about company profile and var-

ious decisions taken by the company regarding product line expansion, product

line pruning and various other matters related to product line. I have collected this

information with the help of internet and journals. This report gives you relevant

information about various activities taken by Hindustan Unilever limited.

DATA COLLECTION TOOL:

31
  I have collected all the information with the help of Internet, Journals and Second-

ary source.

SAMPLE PLAN

 Units- People residing in the Chhattisgarh region.

 Size- 43 respondents.

ANALYSIS OF DATA

Three preliminaries should be followed for analyzing the data:-

1. Editing

2. Classifying

32
 CHAPTER 7

ANALYSIS AND FINDINGS

33
1. Do you keep products of HUL in your outlet/shop?

a).Yes 88 b). No 12 .

Do you keep products of HUL in your outlet/shop?

100
88
90

80

70

60

50

40

30

20
12
10

0
Yes No

34
2. Why don’t you keep the products of HUL in your shop or why did you stop keeping
its products?

a). erratic supply 4

b). lack of demand 2

c). low margin 2

d). no supplier 3

e). don’t know about the company 1

Why don’t you keep the products of HUL in your

shop?

4.5
4
4
erratic supply
3.5
3
3 lack of demand

2.5
low margin
2 2
2
no supplier
1.5
1
1 don’t know about the
company
0.5

0
1

35
2. From whom do you purchase your product?

1). Distributor 25

2). Dealer/ Agent 40

3). Agency 18

4). Wholesaler 17

From whom do you purchase your product?

17
25

Distributor
Dealer/ Agent
18 Agency
Wholesaler

40

36
3. How do you rate the delivery process of the distributor/dealer?

a) Excellent 25
b) Above Average 33
c) Average 38
d) Below Average 4
e) Extremely Poor 0

How do you rate the delivery process of the

distributor/dealer?

4 0

25

Excellent
Above Average
38
Average
Below Average
Extremely Poor

33

37
4. Are you satisfied with the distributor/dealer behavior?

Yes 68

No 32

Are you satisfied with the distributor/dealer behavior?

80

68
70

60

50
Yes
40
32 No
30

20

10

0
1

38
5. Are you satisfied with the delivery of the goods supplied by distributor/ dealer?

Yes 71

No 2

Are you satisfied with the delivery of the goods supplied by

distributor/ dealer?

29

Yes
No

71

39
6. Are they providing you adequate supply of goods?
Yes 76
No 24

Are they providing you adequate supply of goods?

80 76

70

60

50
Yes
40
No
30 24

20

10

0
1

7. Is the distributor taking the damages/ compensation regularly?

Yes 78

40
 No 22

Is the distributor taking the damages/ compensation regularly?

90
78
80

70

60

50 Yes
40 No

30
22
20

10

0
1

41
8. What is the mode of payment to the distributor/ Dealer by Retailer?

Cash 62

Credit 24

Cheque 14

What is the mode of payment to the distributor/ Dealer by

Retailer?

14

Cash
Credit
24
Cheque
62

42
9. Are they providing you any discount on cash payment?

Yes 52

No 48

Are they providing you any discount on cash payment?

53
52
52

51

50 Yes
No
49
48
48

47

46
1

10. Any extra benefit for the increment of the sales given by them?

Windows Display 75

Long term sales plan 20

43
Canopy 5

Any extra benefit for the increment of the sales given by them?

20
Windows Display
Long term sales plan
Canopy

75

44
1. Can agents regularly make aware you about the new products of HUL regular or
not?

Yes 72

No 28

Can agents regularly make aware you about the new products
of HUL regular or not?

80
72
70

60

50
Yes
40
No
28
30

20

10

0
1

45
 FINDINGS

1. 88% of distributer keep HUL product in their outlet.

2. 25% of retailor purchase our product from distribute.
40% of retailor purchase our product from dealer or agents.
18% of retailor purchase our product from agencies.
17% of retailor purchase our product from wholesaler
3. 68% of retailor are satisfied with our distributer or dealer behavior.
4. 71% of retailor satisfied with the delivery of goods supply by distributer /dealer.
5. 76% of dealer providing adequate supply if goods
6. 52% of dealer providing cash discount.
7. 72% of distributer provide information about new launch of HUL products.
8. Majority of 33% of retailor do not keep the stocks due to low margins.

46
 CHAPTER 8
RECOMMENDATIONS

Recommendations

47
 HUL should serve channel partners and customers by replacing damaged prod-

ucts continuously.

 HUL should improve the response time and try to deliver products on time.

 HUL should encourage to the dealer to provide cash discount.

 HUL should increase the quality of packaging of their product to decrease the dam-

ages.

 Launching for several sales promotional schemes for existing wholesaler and dis-

tributors instance, it has started the ‘Vijeta – Rista jeet ka’ scheme last year to

provide a platform for the wholesaler and HUL to grow the business by earning

points and redeem them.

48
 CHAPTER 9

CONCLUSION

Conculaction

49
With the study of the topic we can know about the distributor relationship with the retailers

of the largest firm in retail Sector are:

HINDUSTAN UNILEVER LIMITED.

With the study it can be easily known how the retailers are been selected HINDUSTAN

UNILEVER LIMITED (Super value store) and what the terms and conditions regarding

the selection of the retailers and what are the benefits being provided to the retailers and

what are the various benefits being provided to the retailers in order to increase their

sales.

The company is making there strategies regarding the customer and the various product

assortment being provided to the retailers and whether the distributor is helping the re-

tailers in managing the demand of the retailers and also the sales agent behavior and

delivery man behavior affects the sale of the retailers as well as the distributor.

So, my study is visualize the distribution channel of the HINDUSTAN UNILEVER LIM-

ITED in rural areas and they say that retailers liked

50
ARTICLES:
WEBLIOGRAPHY

Books:-

C R Kothari (Research Methodology)

Websites:-

www.hul.com

www.google.com

Magazines & Newspapers:-

Business World

Economic Times

The Times of India

51