SUMMER TRAINING PROJECT REPORT

ON

“A STUDY OF MARKETING STRATEGIES OF

HINDUSTAN UNILEVER LTD. (HUL)”

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT

FOR THE AWARD OF

BACHELOR OF BUSINESS ADMINISTRATION

Affiliated To: C.C.S. University, Meerut
Session: 2018-2021

Submitted To: Submitted By:

Ms. Swati Tripathi Vinay Kumar Saini

(Faculty) Roll No.: 180845105125
BBA – VIth Sem.

INMANTEC
INTEGRATED ACADEMY OF MANAGEMENT &
TECHNOLOGY, GHAZIABAD

1
 CERTIFICATE

This is to certify that the work is being presented in the report entitled “A Study of

Marketing Strategies of HUL” is an authentic record of the student carried out under my

supervision. The statement made by the candidate is correct to the best of my knowledge.

Ms. Swati Tripathi

(Faculty)

2
 DECLARATION

I “Vinay Kumar Saini” hereby declare that the work which is being presented in this

report entitled “A Study of Marketing Strategies of Hindustan Unilever Ltd” is an

authentic record of my own work carried out under the supervision of Ms. Swati

Tripathi.

The matter embodied in this report has not been submitted by me for the award of any

other degree.

Vinay Kumar Saini

Roll No.; 180845105125
BBA-VIth Sem.

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 ACKNOWLEDGEMENTS

I want to thanks to those people to whom whenever I approached for help they have given

me their valuable time. First of all I want to take the opportunity to thanks Mr. Deepesh

Aneja (Sales Manager) for their appreciation and guidance.

I also want to thanks all the employees of HUL for their valuable cooperation and

suggestion given to me..

VINAY KUMAR SAINI

BBA-VIth Sem.

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 TABLE OF CONTENTS

S. No Content Page No.

1. Executive Summary ………………………………………… 1-2

2. Introduction………………………………………….............. 3-54

3. Objectives…………………………………………………… 55-56

4. Research Methodology……………………………………… 57-64

a. Research Design

b. Sample Design

c. Sample Size

5. Data Analysis and Interpretation ….………………………......... 65-73

6. Findings ………………………………………………………… 74

7. Limitations…………………………………………………........ 75-77

8. Conclusions ……………………….…………………………… 78-80

9. Recommendations……………………………………………...... 81

10. Bibliography..................................................................................... 82-83

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EXECUTIVE SUMMARY

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 EXECUTIVE SUMMARY

In the changed business scenario where organizations are required to compete

globally , benchmarks have also become global, organization survival and excellence
requires not only meeting the targets, but also setting up of global standards. In the
present scenario to achieve world class excellence or even surpass them depends
upon the efficiency.
The quest of productivity, quality and speed has spawned a remarkable number of
management and tools and technique. (TQM) Total quality management benchmarking, and
time based competition Out servicing partnering, reengineer, change management of
feeling the gap between the origionious and the consumer, on the basis of market research
are conducted by the big organization the market research are conducted by the
big organization.

Working with the HINDUSTAN UNILEVER LTD. as a summer trainee has been real
learning experience. The main objective of the project is to get the full knowledge of the
products of the HUL and what are they doing to get the customer loyalty, to maintain their
market that is marketing strategies.

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INTRODUCTION

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 HUL - BRIEF HISTORY

The company was incorporated on 17th October, 1933 under the name of Lever Brothers

(India) Pvt. Ltd. (LBIL). It set up its manufacturing units in Bombay and Calcutta an

associated company viz., Hindustan Vanaspati Mfg. Co. Pvt. Ltd. (HVM), was earlier

incorporated on 27th November 1931 which set up a vanaspati factory in Bombay. Both

LBILK and HVM were wholly owned subsidiaries of Unilever Ltd., London, U.K. HVM

later acquired three more vanaspati factories at Shamnagar (West Bengal), Tirchirapalli

(Tamil Nadu) and Ghaziabad (U.P) In order to market the toilet preparations manufactured

by LBIL or imported from Unilever companies, a marketing company under the name

United Traders Pvt. Ltd. (UTL) was incorporated on 11th may, 1935 as a wholly owned

subsidiary of LBIL. In 1944, the management of LBIL and HVM was integrated. In

November 1956, HVM and two small associated company’s viz. William Gossage & Sons

(India) Pvt. Ltd and Joseph Cross field & Sons (India) Pvt. Ltd., which were wholly owned

subsidiaries of Unilever Ltd., were amalgamated with LBIL and the name was changed to

Hindustan Lever Ltd. From 23rd October, 1956 activities of UTL were taken over by its

holding Company LBIL. With the amalgamation of business under one company, Indian

capital was introduced in this integrated business in 1956. HUL has been growing very

rapidly, especially in 1996 the growth was 88.6% HUL became the second private company

in India after Reliance Industries to cross the Rs 10000 core mark in 1998. At present it’s

valued at Rs. 11764.31 crores. Its rapid growth has given HUL place in the top 5companies

regularly in annual BT-500 survey. This huge success has come due to:-

 Merger with Ponds India Limited Launch of 40 new products Doubling of rural

distribution network from 50,000 to one lakh villages.

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 INTRODUCTION

The Company being selected for study under this project report is Hindustan Unilever Ltd;

The number one FMCG in India. It can be said beyond any doubt that HUL is an undisputed

leader in FMCG products in urban as well as rural area. HUL caters to 850 million people in

India which becomes 85% approx. of the total population. Hence the study of HUL can give

us a wide knowledge in the fields like successful implementations of marketing strategy in

urban and rural India cutting across so many 7 cultural, social, regional, religious, linguistic

barriers.

Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company.

It is a leading player in home and personal care products, foods and beverages, and specialty

chemicals.

What differentiates HUL?

The product portfolio with its wide range of products sets HUL apart! It has achieved market

leadership in soaps and detergents (Surf) as well as hair and skin care products (Sun Silk,

Dove, Hamam). It is the second largest manufacturer of dental care products (Close-up,

Pepsodent). HUL is also market leader in tea (Taj), processed coffee (Bru), ice cream

(Kwality-Walls), tomato-based products (Kissan), jams and squashes (Kissan), and branded

staples (Kissan Annapurna).

The leading business magazine, Forbes Global, has placed Hindustan Lever at the top

among the best consumer (household) products companies worldwide for the current year.

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 With a plethora of brands, Communication becomes imperative.

Every company has to communicate the presence of its products to capture a large market

share. How does a company do that? There are many tools that a marketer can use:

advertising, hoardings, and radio, television and internet ads! What’s missing is the freebie!

Is sales promotion only made up of ‘atta free with soap’?

MILESTONES

1888 Sunlight soap introduced in India.

1895 Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai, Chennai,

Kolkata, and Karachi.

1902 Pears soap introduced in India.
1903 Brooke Bond Red Label tea launched.
1905 Lux flakes introduced.
1913 Vim scouring powder introduced.
1914 Vinolia soap launched in India.
1918

Vanaspati introduced by Dutch margarine manufacturers like Van den Berghs,

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 Jurgens, Verschure Creameries, and Hartogs.
1922 Rinso soap powder introduced.
1924 Gibbs dental preparations launched.
1925 Lever Brothers gets full control of North West Soap Company.
1926 Hardtops register Dalda Trademark.
Unilever is formed on January 1 through merger of Lever Brothers and Margarine
1930
Unite.
Hindustan Vanaspati Manufacturing Company registered on November 27; Sewri
1931
factory site bought.
1932 Vanaspati manufacture starts at Sewri.
Application made for setting up soap factory next to the Vanaspati factory at Sewri;

1933 Lever Brothers India Limited incorporated on October 17.

1934 Soap manufacture begins at Sewri factory in October; North West Soap Company's

Garden Reach Factory, Kolkata rented and expanded to produce Lever brands.
1935 United Traders incorporated on May 11 to market Personal Products.
1937 Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM.

1939 Garden Reach Factory purchased outright; concentration on building up Dalda

Vanaspati as a brand.

1941 Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company acquires

own sales force.

1942 Unilever takes firm decision to "train Indians to take over junior and senior

management positions instead of Europeans".

1943 Personal Products manufacture begins in India at Garden Reach Factory.

1944 Reorganization of the three companies with common management but separate

marketing operations.
1947 Pond's Cold Cream launched.
1951

Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and

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 Ghaziabad Vanaspati factories bought.

1955 65% of managers are Indians.

Three companies merge to form Hindustan Lever Limited, with 10% Indian equity
1956
participation.

1957 Unilever Special Committee approves research activity by Hindustan Lever.

1958 Research Unit starts functioning at Mumbai Factory.
1959 Surf launched.

1961 Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205 managers

are Indians.
1962 Formal Exports Department starts.

1963 Head Office building at Back bay Reclamation, Mumbai opened.

Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk
1964
shampoo launched.
1965 Signal toothpaste launched; Indian shareholding increases to 14%.
Lever's baby food, more new foods introduced; Nickel catalyst production begins;

Indian shareholding increases to 15%.

1966 Statutory price control on Vanaspati; Taj Mahal tea launched.

1967 Hindustan Lever Research Centre opens in Mumbai.
Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine
1968
Chemicals Unit commissioned at Andheri; informal price control on soap begins.
1969 Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched
Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to Unilever
1971
Special Committee - plan approved; Clinic shampoo launched.
1973 Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha.
Pilot plant for industrial chemicals at Taloja; informal price control on soaps
1974
withdrawn; Liril marketed.
1975

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 Ten-year modernization plan for soaps and detergent plants; Jammu project work

begins; statutory price control on Vanaspati and baby foods withdrawn; Close-up

toothpaste launched.

1976 Construction work of Haldia chemicals complex begins; Taloja chemicals unit begins

functioning.

1977 Jammu synthetic Detergents plant inaugurated; Indian shareholding increases to

18.57%.
1978 Indian shareholding increases to 34%; Fair & Lovely skin cream launched.
1979 Sodium Tripolyphospate plant at Hilda commissioned.

1980 Dr. A. S. Gangly takes over as Chairman from Mr. T. Thomas; Unilever shareholding

in the company comes down to 51%.

1982 Government allows 51% Unilever shareholding.
1984 Foods, Animal Feeds businesses transferred to Lipton.

Agri-products unit at Hyderabad starts functioning - first range of hybrid seeds comes
1986
out; Khamgaon Soaps unit and Yavatmal Personal Products unit start production.
1988 Launch of Lipton Tease tea.
1990 Mr. S. M. Data takes over as Chairman from Dr. A. S. Gangly.
1991 Surf Ultra detergent launched.
1992 HLL recognized by Government of India as Star Trading House in Exports.
HLL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the

company with effect from April 1, 1993, the biggest such in Indian industry till that

1993 time. Merger ultimately accomplished in December 1994; Launch of Vim bar; Nissan

acquired from the UB Group.

1994 HLL forms Nepal Lever Limited, HLL and US-based Kimberley-Clark Corporation

form 50:50 joint venture - Kimberley-Clark Lever Ltd. - to market Huggies diapers

and Kotex feminine care products. Factory set up at Prune in 1995; HLL acquires

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 Quality and Milkfood 100% brandnames and distribution assets. HLL introduces

Wall's.

1995 HLL and Indian cosmetics major, Lakme Ltd., form 50:50 joint ventures - Lake Lever

Ltd.; HLL enters branded staples business with salt; HLL recognized as Super Star

Trading House.
Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Date; Merger of Group

1996 company, Brooke Bond Lipton India Limited, with HLL, with effect from January 1;

HLL introduces branded atta; Surf Excel launched.

Unilever sets up International Research Laboratory in Bangalore; new Regional

2012
Innovation Centers also come up.
Group company, Pond's India Ltd., merges with HLL with effect from January 1,

2013 1998. HLL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in Lakme

Lever Ltd.

2014 Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the

Unilever Board; HLL acquires 74% stake in Modern Food Industries Ltd., the first

public sector company to be disinvested by the Government of India.

2015 HLL enters Ayurvedic health & beauty centre category with the Ayush range and

Ayush Therapy Centers.

2017 Launch of Hindustan Lever Network; acquisition of the Amalgam Group
Launch of "Pureit" water purifiers

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 Organizational – Chart

Business Head

General Operation Manager

Area Sales & Customer Services Manager (Regional)

Sales Officer

Territory Sales Incharge

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 Vision of HUL

Unilever products touch the lives of over 2 billion people every day – whether that's through

feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh

and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.

A clear direction

The four pillars of our vision set out the long term direction for the company – where we

want to go and how we are going to get there:

We work to create a better future every day

We help people feel good, look good and get more out of life with brands and services that

are good for them and good for others.

We will inspire people to take small everyday actions that can add up to a big difference for

the world.

We will develop new ways of doing business with the aim of doubling the size of our

company while reducing our environmental impact.

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We've always believed in the power of our brands to improve the quality of people’s lives

and in doing the right thing. As our business grows, so do our responsibilities. We recognize

that global challenges such as climate change concern us all. Considering the wider impact

of our actions is embedded in our values and is a fundamental part of who we are.

Mission of HUL

Unilever’s mission is to add vitality to life. They need everyday needs for nutrition

hygiene and personal care with brand that have people feel good, look good and get more

out of life.

HUL’s Corporate Responsibility (CR) philosophy is embedded in its corporate purpose and

Vitality mission. 

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 HUL: ADVERTISING STRATEGY

BUILDING CORPORATE IMAGE

Corporate communications and public relations for building image can truly be looked upon

in the context of global business and marketing as a subject about which many professionals

hold firm views, but know surprisingly little about. Some see it as a menace, as an

expensive flag waving exercise which their company can easily do without. Others regard it

as a myth, arguing that publicity by of virtue its obvious nature, cannot hope to change

perceived images in people’s minds. At the other extreme are those who view corporate

communications (particularly advertising as a magic formula and an instant panacea for

every corporate ill. In reality it is none of these things. It is in fact, a management tool to

influence the outside world-the target group. So, the real significance of building corporate

image lies in preparing and consolidating a sound global consumer base.

Every company wants to have a favorable image in the global market. In case of HUL also,

image-building plays the most important part in determining its marketing strategy.

Building corporate image is concerned with building confidence and credibility by helping

your target group understand you better. Familiarity in this case normally improves

acceptability of who you are and what you are doing. Ignorance, on the other hand, can lead

to mistrust, or even contempt in some situations. Corporate image is built through more

than one strategic means, and often a combination of activities. For instance-

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1. Advertising —corporate and even product

2. Public Relations—external and internal

3. Media Relations —especially the Press

4. Customer and Supplier Relations

5. Community Relations — good corporate citizenship

As India transits from a shod age-driven economy to a one propelled by competition the

reputation and image of a company like HUL will make difference between whether it rules

the market or merely rues it. Corporate image is what enables HUL to hold its own against

rivals like IPCL and Haldia

Good corporate image can be built if you treat it like one of the Ps’ of marketing— the fifth

‘P’ stands for Performance’ —professional corporate performance, doing it the right way the

first time. It’s in this regard that creativity in PR comes to have a lion’s share in the entire

process of corporate image building.

Creativity in PR means more than just pretty pictures and good copy. It is building image

with activities, which generate all-round impact and visibility for the company. ‘What’ and

‘How’ is the task here. Creative corporate advertising is one route.

With respect to positioning similarly, the image communication and image building activity

must to able to find a right niche in the minds of the target group. The ‘quality of the

message, and activity, is vital for this.

Companies which benefit most from corporate image are those who take a long-term view

and commitment towards communication and the image of their organisation through it.

HUL can be presented as a striking instance of it.

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Philosophy of Hindustan Unilever Ltd.

The company firmly believes that it has commitment to all its stakeholders - consumers,

employees and the community in which it operates. It can fulfill this commitment only by

sustainable growth. The Vitality mission of the company aims to improve quality of life

through our products and through our interventions in the community. 

On this background, HUL's key CR initiatives are undertaken with a long-term view.

Initiatives that are sustainable, that have long-term benefits and that have business linkage

are accorded priority. Some initiatives are brand driven, some are driven by our people and

some are driven by our processes. 

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Performance of Hindustan Unilever Ltd.

HUL is committed to communicating sustainability performance through a detailed

‘Sustainable Development Report’ published biennially and will also provide an update on

its commitments through the Financial Report annually.

The report addresses the United Nations Global Compact (UNGC) principles. A reference

table for UNGC principles and Global Reporting Initiative's G3 Sustainability Reporting

Guidelines is also provided in the report for comparability.

The sustainability performance indicators presented in the report capture data on

performance through the calendar year 2009. While it transparently showcases the impact

across the value chain, the data on environmental and safety performance is limited to the

company’s own operations.

Highlights of HUL Sustainability Impacts:

45,000 Shakti entrepreneurs serving more than 1, 00,000 villages across India.

Enhanced livelihood of 75,000 rural women by Rs.18 crores in partnership with DHAN

Foundation.

Lifebuoy Swasthya Chetna has touched more than 120 million Indians since 2002.

Reduced environmental impact of our manufacturing operations by 31% for water use and

by 28% for CO2 from energy.

Nineteen tea estates certified by Rainforest Alliance for sustainable sourcing of tea.HUL

employees volunteered more than 1,15,000 hours for community initiatives through HUL

Sankalp.

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More than 3 million households protected by Pureit water purifier.

HUL was felicitated for receiving highest number of patents in 2009 in India.

Highlights of HUL Sustainability Commitments by 2015:

To eliminate PVC from our brand packaging.

 Extend the Shakti programme to 75,000 entrepreneurs.

Over 50% of tomatoes sourced from India will be from sustainable sources.

Above 25% reduction of CO2 from energy by 2012 in our own factories on per tonne basis

against 2004 baseline.

Implement rainwater harvesting in our own sites in all our own factories where it has the

potential to yield results.

Contribute to water conservation in villages. Aim is to conserve 20 billion litres of water.

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 PRODUCT PROFILE

Health
& personal
Care

AYURVEDIC CARES SKIN CARES

HUL
DIVISION

HAIR
ORAL CARES &
CARE

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SOME PRODUCTS OF HINDUSTAN UNILIVER LIMITED

HOME & PERSONAL CARE

 Soaps = Lux, Rexona, Lifeboy, Breeze, Liril, Hamam, Moti, Dove soap.

 Paste & Brushes = Pepsodent & Closeup.

 Detergents = Surf, Rin & Wheel.

 Creams = Fair & Lovely, Pond’s talc & cream, Vaseline lotions, Lakme beauty

products.

 Shampoo = Sunsilk, Dove, Clinic plus , Clinic all Clear ,

 Other product =Vim dish wash, Ala Bleach, Domex disinfectant, Axe deospray.

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FOODS:

 Tea & Coffee = Lipton , Brooke Bond , Bru Coffee

 Soups & Meal = Knoor soups & meal.

 Ice-cream = Quality Walls

 Bread = Modern Bread

 Others = Kissan Squashes & jams, Annapurna salt & atta.

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 PERSONAL PRODUCTS: THE CORE CONCERN OF ADVERTISING

1. Fair & Lovely

Fair & Lovely - the miracle worker

Based on a revolutionary breakthrough in skin lightening technology, Fair & Lovely was test

marketed in 1975 and has been nationally marketed since 1978.

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In fact, Fair & Lovely has been extensively tested with consumers in India and abroad, and

has been proven to be superior in terms of benefit delivery to all key competitive brands.

Fair & Lovely's formulation contains a unique fairness system that contains a combination

of active agents and sunscreens. This has been specially designed and proven to deliver one

to three shades of change in most people. Also its sunscreen system is specially optimized

for Indian skin. Indian skin unlike Caucasian skin tends to 'tan' rather than 'burn' and, hence,

requires a different combination of UV A & UV B sunscreens.

The fairness cream is marketed in over 38 countries through HUL Exports and local

Unilever companies and is the largest selling skin lightening cream in the world. The brand

today offers a substantive range of products to consumers including Fair & Lovely Fairness

Reviving Lotion, Fair & Lovely Fairness Cold Cream and Fair & Lovely Fairness Soap.

2. Ponds

Ponds - the beauty expert

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Pond's Cold Cream was launched in India in 1947 and was followed by the launch of Pond's

Dream flower Talc 1956. The current skin offerings under the Pond's Brand name include

Moisturising Cold Cream, All Day Oil Control Cream, Daily Face Wash, Blackhead

Removal Strips and Dream flower Body Lotion. In talc’s, Pond's now has four variants.

Pond's Dream flower Talc is now enhanced with 'Floral Extracts', Pond's Sandal Talc is a

sandal variant with 'Natural Sunscreen', Pond's Light 'n' fresh comes with SAM (Sweat

Absorption Material), while Pond's Magic Deo-Talc now has a new enhanced deodorant

protection.

Pond's is about beauty that reflects the times. Pond's brings superior and innovative solutions

to meet all skin care needs by delivering outstanding personal beauty solutions - through

scientific skin expertise, extensive research and stringent product testing.

Pond's track record reveals an ensemble of products that make a real noticeable difference,

proving therefore that Pond's remains the most trusted beauty expert in the consumer's mind.

3. Oral Care Product

Close-Up

Close-Up, the youth brand, was the first gel toothpaste to be launched in India in 1975 and

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has remained the category leader ever since. The brand arose out of a universal need for

confidence in a social situation, starting with fresh breath.

In 2002, Close –Up was relaunched in two variants - Close-Up Tingly Red and Close-Up

Eucalyptus Waves. Close-Up Tingly Red and Close-Up Eucalyptus Waves with their

superior formulation provide superior cleaning, enhanced flavour and a freshness that

extends from nose to throat. The communication for Close-Up focuses on the base line, ‘Jee

Ke Dekho Yaar’, which encourages young people to go out and get a life!

The new flavours are in line with HUL’s endeavour to continuously innovate and offer new

advanced products to the consumers. These flavours have been specially designed to win

over competition consumers.

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

self check device called “shade card”. This helps consumers identify how “yellow” their

teeth really are and also to track the improvement in teeth colour as they use the paste. The

toothpaste helps teeth get whiter in 4 week of regular use.

4. Hair Care Product:

 Sunsilk

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Sunsilk - the hair expert

Launched in 1964, Sunsilk is the largest beauty shampoo brand in the country. Positioned as

the 'Hair Expert,' Sunsilk has identified different hair needs and offers the consumer a

shampoo that gives her the desired results.

The different variants of Sunsilk - Black Shine (for dull hair), Bouncy Volume (for thin,

short hair), Silky Strength (for dry hair) and Natural Nourishment (for regular oiled hair) -

are based on well researched consumer needs and hair types.

The benefits are more compelling and relevant since the variants are harmonised in terms of

the product mix - fragrance, color and ingredients are all well linked to cue the overall

synergy. The range comes in premium packaging and design. The accent is on femininity, as

captured in the tagline – “Baalon main dhadkan, dil main shararat.”

Sunsilk was extended to hair colourants in June 2001. The colourants are available in 7

variants that are specially suited to Indian hair and skin tones and color hair gently and

safely.

Clinic - for healthy hair

Clinic Plus shampoo was launched in India in the year 1987 and is positioned as the

'shampoo that makes your family's hair healthy and glowing.' Clinic Plus is targeted at

mothers, educated yet measuring their self-esteem through their children's achievements.

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In the year 1996, Hindustan Lever launched another variant of Clinic shampoo - Clinic All

Clear dandruff shampoo. It is targeted at the appearance conscious young adult, seeking

dandruff-free, gorgeous hair to create a positive impression.

5. Deodorants

Axe - the magnet

Axe, the deodorant that is considered cool, fashionable and stylish by young men was

launched in India in 1999. Available in more than 60 countries around the world, it is a

world leader in male toiletries.

Axe has a mix that is completely harmonized globally - from its proposition and

communication to the product, as available on the shelf.

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Axe is available in four fragrances: Java, Alaska, Atlantis and Voodoo. Voodoo has become

the leading male deodorant brand in India within just one and a half years from its

launch.Consumers associate a lifestyle of cool clubs, cool music, and cool fashion with Axe.

The youth view it as an icon which introduces many 'firsts' to their world of music and dance

- like the first "World's Longest Dance Party" and the first ever “Axe Voodoo Island

Party.”

6. Colour Cosmestics

Lakme - on top of the world

Half a century ago, as India took her steps into freedom, Lakme, India's first beauty brand

was born. At a time when the beauty industry in India was at a nascent stage, Lakme tapped

into what would grow to be amongst the leading, high consumer interest segments in Indian

Industry - that of skincare and cosmetic products. Armed with a potent combination of

foresight, research and constant innovation, Lakme has grown to be the market leader in the

cosmetics industry.

Lakme today, has grown to have a wide variety of products and services that cover all facets

of beauty care, and arm the consumer with products to pamper them from head to toe. These

include products for the lips, nails, eyes, face and skin; and services like the Lakme Beauty

Salons.

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Beauty and fashion is not only about looking good but also feeling great, which is reflected

in the advertising line for Lakme, “On Top Of the World'”

SOAPS AND DETERGENTS

1. Fabric Wash

 Surf - Mummy's best friend

Launched in 1959, Surf was the first in the Indian detergent powder market. Over the years,

Surf has anticipated the changing washing needs of the Indian homemaker and constantly

upgraded itself.

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Surf Excel, India's largest selling compact detergent powder, in its newest avatar promises to

tackle the toughest stains without damaging the color of the fabric. This is because only Surf

Excel has smart sensors that can differentiate stains from colors. Now you don't have to

worry about tackling the really tough stains, especially on your colored clothes anymore.

“Surf Excel Hai Na!”

For those who seek the Surf Excel clean in the front loaders, the specially designed low suds

formulation Surf Excelmatic promises to give just that - a superlative clean.

Those preferring the modern and convenient way to wash can rely on Surf Excel Liquid. The

liquid form penetrates deep allowing great wash results. For the really tough stains, you can

apply the liquid directly on the body of stain (through a stain treater) - you will see tough

stains being tackled with ease.

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

surfexcel.careline@HUL.com that can answer all queries on fabric care.

 Wheel

“Mehnat kum, phir bhi dhulai No. 1.”

Wheel - makes washing easy

Wheel is a detergent brand that caters to the laundry needs of the mass market. It was first

35
launched in the year 1987. Wheel Green is the single largest (No 1 by market share)

detergent brand in India by value.

Wheel is packed with powerful lather (power foam) that cleans even tough dirt stains on

collars and cuffs with ease. It, therefore, cleans effectively with lesser effort making a

laborious chore like washing - light and easy. Moreover, Wheel does not burn hands or harm

clothes like some other detergents, which contain a high percentage of soda.

Wheel also has a premium variant called Active Wheel. It gives the consumer the value of 3

benefits in 1. It not only cleans effectively with less effort but also keeps the colored clothes

looking bright and has a great fresh fragrance. Active Wheel gives consumers 'Quality Clean

and Care' at an affordable price. In short, Wheel can be summed up as - 'Mehnat kum, phir

bhi dhulai No. 1.' Wheel is, therefore, the smart housewife's choice.

1. Personal Wash

Lifebuoy

Lifebuoy – “Family health protection for my family and me”

World’s largest selling soap offers a stronger health benefit to the entire family

Launched in the year 1895, Lifebuoy, for over 100 years, has been synonymous with health

and value. The brick red soap, with its perfume and popular Lifebuoy jingle have carried the

Lifebuoy message of health across the length and breadth of the country, making it the

largest selling soap brand in the world.

In 2002 Lifebuoy was reliance, marking a new turning point in its history. The new mix

includes a new formulation and a repositioning of the brand to make it more relevant to both

new and existing consumers.

Lifebuoy is no longer a carbolic soap with cresylic perfume. It is now milled toilet soap with

a new health fragrance. The new formulation has an ingredient, Active-B, which offers

protection against germs, which can cause stomach infection, eye infection and infections in

36
cuts and bruises. The new health perfume has been selected after one of the most extensive

perfume hunts in the industry. The new milled formulation offers a significantly superior

bathing experience and skin feel. The new formulation, new health perfume and superior

skin feel, along with the popular red color, have registered conclusive and clear preference

among existing and new users.

The new Lifebuoy is targeted at today’s discerning housewife with a more inclusive “family

health protection for my family and me” positioning. Lifebuoy has made a deliberate shift

from the male, victorious concept of health to a warmer, more versatile, more responsible

benefit of health for the entire family.

New Lifebuoy range now includes Lifebuoy Active Red (125gm, 100 gm and 60 gm) and

Lifebuoy Active Orange (100gm). Lifebuoy Active Orange offers the consumer a

differentiated health perfume while offering the health benefit of Lifebuoy.

At the upper end of the market, Lifebuoy offers specific health benefits through Lifebuoy

International (Plus and Gold). Lifebuoy International Plus offers protection against germs,

which cause body odor, while Lifebuoy International Gold helps protect against germs,

which cause skin blemishes.

Lux

Lux - the film stars' choice

Endorsed by popular film stars, Lux is one of the biggest brands in the soap category. Lux

was launched in India in the year 1905.

Lux comes in 3 attractive variants - Lux Pink is a fragrant ensemble of almond oil, Lux

White a rich creation of milk cream and Lux Black (in a pastel shade of lemon yellow)

overflows with the goodness of honey, and is also the first of its kind in the market.

37
The new, exotic addition includes International Lux Skin Care 'Sunscreen Formula'. A

unique soap, which protects the skin's fairness against darkening by the sun. The product

contains a combination of sunscreen actives, which are deposited on the skin as a protective

layer, even as the soap washes away dirt and grime. This breakthrough, for the first time in

the world, is the result of technology patented by HUL.

In short, Lux has worked its charm on millions of women, making their dreams of beauty

come true.

Breeze

Breeze - makes dreams a reality

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

The fragrant ensemble from Breeze comprises 3 variants, which contain the real goodness of

natural ingredients such as rose water, sandal extracts and lime extracts, giving skin a

glowing radiance.

38
Originally launched in 1989, Breeze is today perceived to be a good value for money brand -

with outstanding sensory experience. Its strengths are its fragrance, lather and the soft

feeling it has on the skin. A new variant, a hair-and-body soap, Breeze 2-in-1, was launched

in January 2001. Enriched with coconut oil and lime extracts, it was the very first of its kind

and leaves the consumer looking and feeling beautiful.

The brand plays a critical role in its consumer's life, because Breeze for her is more than just

soap. It is, in fact, her beauty aid, her only cosmetic, and one that she can afford. She regards

Breeze as her only way of fulfilling her dream of looking beautiful.

1. Household Care

Vim

Vim – Khar Khar ka moh tod jawab

39
In 1993 Vim Bar was launched. This product had many benefits including better clean, ease

of handling and easy storage. Vim Bar was re-launched in 1997 with an improved

formulation and new communication, which tackled economy and performance. Much

appreciated by the mass market, it resulted in conversions not just from powder users, but

also from proxy users who did not upgrade to powders but preferred to use Vim Bar instead.

The brand has grown significantly registering strong double-digit growths in both volume

and value terms. Vim Bar was relaunched a second time in 2002, with a unique “Stain

Cutter” formulation that removes the toughest stains such as burnt milk and ghee stains. This

new formulation evolved through research and is now setting benchmarks in tough stain

removal. New Vim offers the consumer a superior performance at a great value.

Vim is the market leader in the dishwash category. Today Vim is available in powder, bar

and liquid form. Vim continuously strives to innovate its products to enhance the lives of its

consumers. Whether it is through its new 'Stain Cutter' formula in its Vim Bar or it's the

stain busters in its powders, Vim stands for the best quality in dishwash products.

40
FOODS AND BEVERAGES

1. Ice Creams

 Cornetto

Quality Wall's Cornets - bite bite main pyar

Launched in the year 1995-96, Cornetto is undoubtedly one of the most popular ice creams

in India. Positioned as the icon for romance and special moments - it is targeted at young

adults.

However, with its rich multi-sensory eat experience; it is overwhelmingly quoted as the

favourite of consumers across ages.

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Feast

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

Launched in 1995-96, the Kwality Wall's Feast range of ice creams and frozen desserts

has been positioned as a “Youth ice cream brand with an attitude.”

Over the years, Feast has expanded its 'chocolate only' portfolio to a more diverse one by

including refreshment products like Mango Zap, Calypso Punch and Jaljeera Blast. This

was in keeping in line with the varied need-states of today's youth.

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

and exciting flavours, Feast has launched Feast Snacko. The stick product is an excellent

value for money proposition.

42
 As part of Kwality Wall's endeavour to consistently reach out to the consumer with new

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

product is expected to take the market by storm, as it is an excellent value for money

proposition.

Continually connecting with today's youth, Feast remains the ice cream with . . . The Big

F!

 Max

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

Max, launched in the year 1999 as the 'masti' ice cream, is targeted solely at children.

All Max products are fortified with extra vitamins. Max Cups and Max 123 have Vitamin A,

Max Orange and Max Joos have real fruit juices and Vitamin C (a single Max Orange candy

offers a child 15% of his daily requirement of Vitamin C).

Max says, 'Masti kar Befikar' and encourages all kids to go ahead and have lots of fun!

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

and ChocoMax.

 Cornetto Soft

Kwality Wall's Cornetto Soft

In 2002, Kwality Wall’s is introducing a host of unique product innovations under a new

brand called “Cornetto Soft”. The new range includes a Super Cone (a bigger soft cone-

Vanilla and other flavours like chocolate, strawberry etc),

43
Strawberry Sundae Cup (Creamy tasty vanilla topped with rich strawberry sauce),

Chocolate Sundae Cup (Creamy tasty Vanilla topped with thick chocolate sauce), Ripple

Cones (Creamy tasty vanilla softy with strawberry or mango ripples) and Nutty Delight

(Creamy tasty Vanilla topped with thick chocolate sauce and nuts, served in a cup.). The

price ranges from Rs.7/- for a Super cone to Rs. 20/- for a Nutty Delight.

At a Kwality Wall’s kiosk, the consumer will experience innovative promotions and themes

that will take place regularly at and around the outlet kiosk, it will be seen as a ‘cool place to

hang out and a great place to eat out.’

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

consumer.

Kwality Wall’s Softies are untouched by human hands. The first hand that touches the

product is the consumer's. Kwality Wall's uses a pre-mixed liquid produced and sealed at the

factory and is untouched by the operator at the outlet. The advanced Tamper Proof

technology & the sophisticated softy dispensers make sure that hygiene is given the highest

priority. The ingredients are pasteurized and homogenized, which ensure true quality &

consistency of the end product.

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

product.Kwality Wall's aims to ensure that the consumer gets a world class product

delivered to meet local taste requirement under strict Unilever standards of hygiene and at a

great price!

44
 Kwality Wall’s Black Currant Sundae

Irresistible international flavour now available in India

The exotic dessert, Kwality Wall’s Black Currant Sundae, launched in India, has a mouth-

watering black currant sauce and creamy vanilla. The Black Currant sauce has been

specially formulated by Kwality Wall’s, to offer a truly delectable dessert for its consumers

that leaves them yearning for more.

Black currants are grown in Europe, USA and Chile, rich in vitamin C and minerals; they

are used to make exotic jellies, jams, drinks and sauce the world over.

There is an even more interesting history to sundaes. In the 1980s, when this delightful dish

was first put together in the US, it was against the law to sell soda and consequently, ice-

cream sodas on Sundays. So the trend of serving ice cream with sauces and toppings instead

of soda began. Soon, ice-cream sundaes became so popular that people opted for this dessert

on weekdays as well.

Kwality Wall’s Sundaes were launched in 2001 in India in Chocolate, Strawberry and

Mango flavors. These products were a phenomenal success and are now being taken to the

next level with an exotic Black Currant sauce and Black Currant Dry Fruit pieces.

In a day and age, when families hardly find time to spend together, Kwality Wall’s sees its

Sundaes as an offering, which helps bring families together for fun and enjoyment. 10 p.m.

would henceforth stand for Kwality Wall’s Sundae time!

2.

45
Beverages

Brooke Bond 3 Roses - has color, taste & strength

Brooke Bond 3 Roses, a premium dust brand was launched in 1978 in the heartland of

coffee drinking households in southern India. The brand can rightfully claim credit for

creating a tea drinking habit amongst these households through its highly successful

positioning as the only tea with a perfect combination of color, taste and strength - the 3

most important attributes in a cup of tea. Not surprisingly, this wonderful cup of tea came to

be enjoyed by a cross section of consumers giving it undisputed market leadership.

Since the turn of the millennium, the brand has taken a further leap by adding a highly

motivating emotional benefit - The Perfect tea for Perfect moments - amongst couples.

The first step towards appropriation of this emotional mind-space started with a highly

successful Perfect Couple search campaign, which saw significant strengthening of affinity

46
and disposition towards the brand. This is being furthered by a new theme - triggering an

even stronger emotive link with the consumer.

Brooke Bond Red Label - nation's cup of tea

Brooke Bond Red Label Tea was launched in the year 1903, which makes it one of the

oldest brands of tea in the country. It also has the distinction of being the largest brand of tea

in India and has a truly national presence. For years, Red Label has stood for good quality

tea and it can be easily called as one of India's favorite tea brands.

The brand was relaunched in the year 2000 with a new product formulation, wherein long

Assam orthodox tea leaves were added to the base CTC tea to deliver enhanced taste. These

are referred to as 'Assam Super Tasters' in the brand's communication. The new campaign

highlights the irresistible taste of the new Red Label Tea through executions that revolve

around a very catchy base line 'Don't Mind - Ek Cup Aur' - Ready for another cup!

 Brooke Bond A1 - 'kadak chai

Brooke Bond A1 was launched in the year 1995 as HUL's offering in the discount segment

of tea. It is targeted at converting consumers of loose tea and local packet tea players.

Brooke Bond A1 has region specific blend formulations to meet the needs of the consumers

in different regions of India.

The core proposition of the brand is 'Strength'. The benefit to the consumer is 'Strong tea

that charges my confidence'.

Brooke Bond A1 Power, a variant of Brooke Bond A1, is fortified with Vitamins. It has

initially been launched in Karnataka in March 2001.

47
Brooke Bond A1 Power, similar to Brooke Bond A1, has the consumer offering of

"Strength" but has Vitamins as a reason for the consumers to believe in the proposition. The

choice of vitamins has largely been based on evidence of deficiency among the target group.

Targeted at lower middle class consumers, this brand variant is expected to gain from local

players and upgrade Mother brand Brooke Bond A1.

 Brooke Bond Taj Mahal Tea - 'Wah Taj!'

Taj Mahal Tea was launched in 1966 as a premium CTC leaf brand. Over the years, the

brand has fulfilled its promise of India's best tea. The tea is carefully chosen from a thousand

teas from the best gardens of Assam to give it an exquisite aroma and taste. It is endorsed by

Ustaad Zakir Hussain who personifies the brand in all respects.

The brand has constantly led by innovation, whether it is the first tea bag in the country in

1979 or the patented 'vacuum pack', which keeps the great quality intact. No wonder tea

lovers across the country start the day by saying 'Wah Taj!'

 Lipton Taaza - the fresh cup of tea

Lipton Taaza was launched in 1988. The strategy for the launch was to convert loose tea

users into packet tea. The brand was launched in a poly pouch format designed to preserve

the freshness of tea. The name Taaza signified 'fresh tea'. The core benefit was refreshment.

Taaza pioneered the format of pouches on a national scale.

Lipton Taaza is one of the largest tea brands in the country, especially in the Hindi belt.

The core proposition of the brand now is 'Fresh Taaza tea refreshes like no other tea can.'

The brand commercials in the past have shown fresh tea being selected from select gardens

and this in turn leading to amazing refreshment.

48
 Lipton Yellow Label - the global cuppa

Lipton Yellow Label is Unilever's global tea brand and sells in many countries across the

world. It has pioneered the growth of tea through non-traditional formats like Tea Bags and

more recently Ice Tea.

Lipton Yellow Label is a brand for young minded people and offers an option to tea lovers

to enjoy their favourite drink in an exciting and refreshing way.

 Brooke Bond Bru - the instant coffee

Brooke Bond Bru launched in 1969, created history in the first year of launch by growing to

a record market share of 21%. Ever since, it has grown from strength to strength and is now

the single largest brand of Instant Coffee in India, with a dominant presence in South India

(which accounts for 65% of the All India market).

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

70s as 'the favorite of coffee lovers in the South.' This evolved in the 80's to the well known

'Closest in taste to Filter Coffee' platform. Bru is one of the most salient Packaged Mass

Consumption Goods (PMCG) brands, especially in Southern India.

Bru has been instrumental in virtually creating the entire Instant Coffee category as it exists

today. It has been at the forefront of most innovations in the Instant Coffee category -

whether in coffee-chicory blends, refill packaging, vending operations, or more recently the

Low-unit-price packs.

49
Bru's popularity cuts across all sections of society - income, town class and states, the name

being synonymous with Instant Coffee in all the Southern geographies.

 Lipton Green Label - the champagne of teas

Lipton Green Label is the only popular orthodox tea in the country. Chosen from the best

leaves of the best Darjeeling Gardens, the tea has an aroma and flavour that testifies to its

pedigree. The tea is packed in a special toptainer that is both a container and a dispenser.

Lipton Green Label tea is best when the leaves are brewed in a pot of hot water to keep the

flavour intact. More and more people are discovering the delight of true orthodox tea

through Lipton Green Label.

POPULAR FOODS

 Annapurna

Annapurna - flowering of flour

Hindustan Lever's Annapurna Fortified Atta, developed through using agrarian and

processing technologies, is extracted from premium quality food grains. Its richness of

nutrients is not just entirely retained, but boosted through fortification. The iron in it, in

particular, addresses a deficiency that 6 out of 10 Indians suffer from.

A special grinding technique ensures that Annapurna absorbs more water when kneaded for

chapatis. This helps keep the chapatis soft, fresh and tasty for far longer.

In other words, a brand that supplies much of the daily nutrients an Indian consumer need.

50
CULINARY PRODUCTS

 KISSAN

Kissan - the taste to grow up with

Acquired by Hindustan Lever Limited in 1994, the Kissan category consists of 'deliciously

wholesome products for kids to grow up.'

The Kissan range consists of ketchup and other sauces, puree, jams, squashes and ready-to-

drink products. For mothers and children, Kissan is today one of the most trusted processed

food brands in the country.

OILS AND FATS

 DALDA

 Dalda - for healthy cooking

Launched in 1937, Dalda Vanaspati has been the Indian housewife's trusted companion for

tasty, healthy cooking. Considered as an embodiment of mother's love, Dalda has always

been associated with purity, quality and trustworthiness.

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

because it contains twice the amount of healthy fat (poly unsaturated fats) and also actively

reduces the unhealthy fat (saturated and Trans fat). As a result, food cooked in Dalda Active

does not congeal on cooking and, hence, no layer of fat is formed.

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

procedure, which changes the melting and crystallisation properties of the fat. The process

has been perfected for Indian conditions at Hindustan Lever's Foods Innovation Centre.

In 2001, Hindustan Unilever launched Dalda Classic, which with its butter aroma is

targeted at consumers in the South.

51
 Research problems & future of the organization

RESEARCH PROBLEM

HUL is facing the problem rather challenges from

• Large number of competitors in the market

• Identified as Research problems and the objectives statement was formed on its

basis.

The research problem is that of study of rural market- with special emphasis on customer

preference for HUL

In the rural India through rural relation, and understanding the process of rural marketing

and the underlaying

Problems within and measure taken thereof.

Research to find following

Acceptability among the customers.

Rural relation is an organization which is working in rural market for various

companies.Who helps them for provide information about product with helps of market

research? And helps in companies as end to end users for establish in rural market.

Rural relation worked on project for leading companies like ICICI prudential, HUL,

Rasna.and Hutch.

Rural relation building relationships in rural India with key influencers.

Abstract

In country like India, where the 70% of the people live in rural area, the rural market holda a

lot of marketing potential. There is wide spread difference in the standard of living between

urban and rural india.In order to launch products and develope advertising for rural market

.there is a need to understand both the rural context and also the consumer very

52
well.Promotion of brands in rural market requires the special measures.Due to social and

backward condition the personal selling efforts have a challenging role to play in this

regard.The word of mouth is an important message carrier in the rural areas.Infact the

opinion leaders are the most influencing part of promotion strategy of rural promotion

efforts.The experience of agriculture input industry can act as a guideline for the marketing

efforts of consumer durable and non-durable companies .Relevance of mass media is also a

very important factor.

Rural markets are an important and growing market for most products and services

including telecom. The characterstics of the market in terms of low and spread out

population and limited purchasing power make it a difficult market to capture. The bottom

of the pyramid marketing strategies and the 4 A’s model of

availability,affordability,acceptability and awareness provide us with a means of developing

appropriate strategies to tackle the marketing issue for marketing,services in rural areas.

Successful cases like the Grameen Phone in Bangladesh and smart communications Inc in

Philippines also provide us with some guidelines to tackling the issue.

53
 Statistical Glance

A glance of the following statistics will help to get a fair idea of the consumers in the rural

India.

1- 46 percent of soft drinks.

2- 49 percent of motorcycle.

3- 59 percentages of cigarettes.

4- 18 million TV sets.

5- 50 percent of 2 million BSNL mobile connections.

6- 53 percent of FMCG products.

7- 59 percent of consumer durables are sold in rural India.

Rural markets, as part of any economy, have untapped potential. There are several

difficulties confronting the effort to fully explore rural markets. The concepts of rural

markets in India, as also in several other countries, like china, is still in evolving

shape, and sector poses a variety of challenges, including understanding the

dynamics of the rural markets and strategies to supply and satisfy the rural

consumers.

54
Myth-1 Indian rural market is a homogenious mass.

Reality- it’s a heterogenious mass. Various tires are present depending on the income like

big land lords, traders small farmers, labour, artisans. People belonging to different social

classes stay in concentric area. So the available product suffices the consumption for

everyone.

Myth- 2 disposable income is low.

Reality- number of middle class HH’s people(annual income Rs 50000-250000) for rural

sector is 27000000 compared to urban sector 2900000.Rural income CAGR was 10.95%

compared to 10.74% in urban India between 1970-71 and 1993-94 the disposable income is

slightly higher in rural income.

Myth-3 Individual decides about the purchases.

Reality- decision making process is collective. Purchase process-influencer decider and

buyer. One that can pay all its different. Marketers must address brand message at all levels.

Rural youth bring brand knowledge to households (HH). Basic awareness about the product

brand has to be there in market. This can be done by putting small advertising sheets at the

mandis and where the regular mass meets regularly.

Scope & opportunities: The basic scope of this novel initiative will be the mutual benefits of

the rural entrepreneurs and industries. The entrepreneurs – primary beneficiaries, SHGs –

bridge with the community, participating companies/industries and rural consumers have

befitted through a robust commercial relationship. These models of marketing linkages

demonstrate a large corporation which can play a major role in reorganizing markets and

increasing the efficiency of a rural product generation system. While doing so it will benefit

farmers and rural communities as well as shareholders. Moreover, the key role of

55
information technology—provided and maintained by the industry/company for building

linkages, and used by local farmers—brings about transparency, increased access to

information, and rural transformation. Besides, this strategy of market linkage, addresses the

challenges faced by rural entrepreneurs due to institution voids, numerous intermediaries

and infrastructure bottlenecks. Moreover, the prime scope of this model is the creation of

opportunities for the rural entrepreneurs for product differentiation and innovation by

offering them choices. Because of this sustainable market linkages, rural producers can

participate in the benefits of globalization and will also develop their capacity to maintain

global quality standard. Nonetheless, it creates new stakeholders for the industry sector. And

subsequently, they become part of the firms’ core businesses. The involvement of the private

/industry sector at the rural product and market development can also provide opportunities

for the development of new services and values to the customers, which will find application

in the developed markets. It will be worth mentioning that building a sustainable market

linkage through industry’s intervention will also empower the rural mass (producers, farmers

& entrepreneurs) to cope with socio-economic problems in the rural society and will ensure

economic self –reliance.

Challenges: There are significant challenges to the entire process the most important being

the capacity building of the rural entrepreneurs. For decades, the entrepreneurs associated

with very conventional/traditional knowledge of business, humiliation with government, so

they are likely to look at these initiatives with skepticism. Only consistent performance can

convince the skeptics. Therefore, the industries must play a catalytic role to cope with this

challenge and should also train the entrepreneurs to develop their managerial and IT skills.

On the other hand, the products of the existing and popular brand also stand as threat to the

rural products. These global giants (brand) may try to suppress the rural products in the

markets with its communication hype. Therefore, developing alternative and additional

56
market linkages for these products is an absolute necessity. Moreover, the low volumes of

rural products, high operating costs, high attrition, and absence of local know how and

relationships may also create problem in the process. Henceforth, it is essential to make a

way out to cope with these odds.

Conclusion: These issues gain added complexity under globalization, where markets are

characterized by extreme competition and volatility. While rural products has been

perceived traditionally as catering to the local market, or at best, to a wider national market

through limited formal channels, the reality of globalization since the 1990s introduced a

new dimension to the market for such products. The issue of rural product generation

through industrialization, therefore, needs to be viewed from a new angle and on far more

scientific lines. The core of a scientific approach is to understand the market opportunities

for rural products along with the country's development priorities and to chalk out a strategy

where rural industries have an important role to play. While rural products are forced to

increasingly become part of global supply chains, these products need to adapt themselves,

not only according to the changing tastes of the national market, but also according to

changes in tastes in the international market. Therefore, a process is essential to explore the

market linkages and capacity building for SHGs through a bottom up approach and

continuous dialogue with stakeholders of rural enterprise. This process should ensure the

participation of rural people as consumers and producers in the globalization mechanism,

with better livelihoods and global access to markets. The real challenge of building a

sustainable market linkage starts here

57
OBJECTIVE OF THE

PROJECT

58
 OBJECTIVE

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

sector takes places with reference to HUL.

 To map the market share of HUL in the Indian FMCG market.

 To study the different products offered by HUL.

 To study the marketing strategies and public relations of HUL.

 To study the working of HUL in India.

 To study the competitive brands in the market of, home care products,. food brands,

personal care products

 To find the market share of the HUL brands and its competitive brands.

59
 -3
RESEARCH
METHODOLOGY

60
 RESEARCH METHODOLOGY

The information obtained for the study is from primary data as well as secondary data

sources. Primary data obtained from direct customer interaction through questionnaires and

Secondary data comprises of information obtained from journals, brochures of different

FMCG Company’s. It also includes organizational manuals and other important documents

maintained and published by various FMCG companies.

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

newspapers etc. Moreover it also contained information’s collected from the various

pamphlets published by different FMCG companies.

61
Type of research

EXPLORATORY:

Type of research carried out was EXPLORATORY in nature; the objective of such research

is to determine the approximate area where the drawback of the company lies and also to

identify the course of action to solve it. For this purpose the information proved useful for

giving right suggestion to the company.

Data Collection method

There two type of method of data collection.

 Primary data

 Secondary data

Data used for the research work was primary in nature.

Primary data:

Primary data is that which is the collected for the first time and thus happen to be originated

in character.

Questionnaire survey:

In the studies a questionnaire is prepared. The questionnaire consists of 10 questions.

62
Secondary data:

Secondary data refer to the data that has been already collected .the secondary data, which

has been used to carry out this study, are as follow:

 Books, Journals, Magazines, Newspapers

 Industry Reports

 Company’s internet site

 Other relevant studies material and websites.

Sample unit: - DELHI/NCR

The research process was done by interacting with number of customers during the activities

performed, which included, markets, cold calling, canopies, etc. Sample Design consists of

Random Sampling.

Sample size: - 40 people

Method of collection: -

Field procedure for gathering primary data included observation and interview schedule in

which the questionnaires were filed by the interviewer.

Personal interviews through self administered survey was done to collect the data, market

research was undertaken, that was accomplished by performing various activities designed.

63
Research Instrument:

Questionnaire

The questionnaire was formulated by keep in mind the following Points: -

 Giving the respondents clear comprehension of the question.

 Inducing the respondents to co-operate.

 Giving instructions as to what is wanted.

 Identifying the needs to be known.

Limitations:

The following were the limitations that were there during the course of the study:
1. Limited time period.
2. Less number of respondents.

Biasness of the respondents.

The main tool used was, the questionnaire method. Further direct interview method, where a

face-to-face formal interview was taken. Lastly observation method has been continuous

with the questionnaire method, as one continuously observes the surrounding environment

he works in.

64
Procedure of research methodology

To conduct this research the target population was the mobile users, who are using GSM

technology.

 Target geographic area. Sample size of 20 was taken.

 To these 20 people a questionnaire was given, the questionnaire was a combination

and closed ended questions.

 The date during which questionnaires were filled.

 Some dealers were also interviewed to know their prospective. Interviews with the

managers of GSM service providers were also conducted.

 Finally the collected data and information was analyzed and compiled to arrive at

the conclusion and recommendations given.

Sources of secondary data

Used to obtain information on, Bharti’s history, current issues, policies, procedures etc,

wherever required.

 Internet

 Magazines

 Newspapers

 Journals

 Bharti Circulars

 Bharti News Letters

65
 Chapter-4

DATA ANALYSIS
&
INTERPRETATION

66
1. Do you agree that India’s household product of (HUL) is one of the fastest
growing segments of the Indian economy?

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%

Interpretation: India’s household product industry is one of the fastest growing segments
of the Indian economy and this is also one of the vital industrial segments which are directly
related to the health of the nation.

67
2- Do you agree that the marketing strategy of the (HUL) should be different from the
marketing strategy of other industry segments?

50%

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%

Interpretation:
The structure and the dynamics of the (HUL) industry are different from that of other
industrial domains. This is what necessitates the cosmetic sector to formulate a
unique marketing strategy to suit their industry requirements and that appears to be
different, in practice and normative sphere, from other industries.

68
3. Do you agree that institutional selling with customer satisfaction is quite prevalent
when it comes to cosmetic market in India?

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%

Interpretation:
In general, business in cosmetic market is conducted in two major ways, that is,
either by institutional selling or through trade business. The respondents were of the
opinion that institutional selling is quite prevalent in the Indian cosmetic industry.

69
 4. Do you agree that the hair care product companies need to use innovative and
better promotional measures for selling their products?

60%

50%

40%

30%

20%

10%

0%

Interpretation:
Even though it appears to be a serious industry on which the health of the nation
rests, a deeper understanding of the industry will make it clear that business practices
and sales promotion measures are a common thing and gradually becoming more
aggressive and competitive among the hair care product companies in India.

70
5. Out of the following which one is more correct when it comes to the promotional
strategies of companies along with customer satisfaction having with market
segmentation?

60%

50%

40%

30%

20%

10%

0%

Interpretation:
The promotional strategy of the companies is more oriented towards persuading the doctors
to prescribe their products and the patients to purchase their products than simply to display
information on the quality and availability of the product. This is one criterion which makes
the marketing strategies having with market segmentation and customer satisfaction in
pharmaceutical companies different from that of others.

71
6. Do you agree that unethical standards exist in the promotion of cosmetic product
with customer satisfaction and market segmentation?

60%

50%

40%

30%

20%

10%

0%

Interpretation:
Adherence to ethical standards while pursuing the promotional strategy for selling their
products with customer satisfaction having with market segmentation is a concern in the
cosmetic industry. It is an accepted fact that the promotional measure does contain unethical
practices. It is for the government, the industry and the consumers to put a comprehensive
effort to ensure that the practices of unethical standards are withdrawn from the health
industry.

72
 7. Your recommendation to the industry and government regarding the
promotional strategy for customer satisfaction and market segmentation with
cosmetic companies? You can choose more than one option.

90%

80% Implement, improve and monitor

legislation
70%
Measures to improve the
60% transparency of drug companies’
marketing activities
50%
Stop the practice of gifts to
doctors
40%
Ensure codes of conduct on drug
30% promotion

20% Other measures

Do not know/ Can not say

10%

0%

Interpretation:

 Whilst the cosmetic industry clearly has an important role to play in tackling the face
challenges their involvement in the promotion of cream presents senario.

73
 8. What type of Marketing Strategies with customer satisfaction and market
segmentation does you consider as more profitable?

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

Interpretation

 Many of believe that B2C marketing is more beneficial to the companies and the 2 nd
large group felt that combination of both B2B and B2C would prove beneficial.

74
 FINDINGS

 25% were of the opinioned that goes buy

Inference: As 75% of respondents say that they goes with home delivery

 60% were of the respondent opinioned that they often to trade daily,20% were of the

opinioned they trade often while 20% opinioned that it is rarely trade.

Inference: As 60% of respondents say that they trade daily.

 55% were of the respondent opinined that they go with company loyalty,45% were

of the opinioned they not belive .

Inference: As 5% of respondents say that they go for the company loyalty .

 40% were of the respondent opinioned that they go for two time in month ,30%

were of the opinioned they go for one time while 40% opinioned that they go for

frequently.

Inference: As 80% of respondents say that they go two time or frequently.

75
LIMITATIONS

76
 LIMITATIONS

HUL seems to be ruling the roost in various segments of household goods industry; findings

suggest that its marketing strategies are not without loopholes. Let us have a look at these

loopholes or limitations in brief.

 One very striking limitations is the fact that even though these products with all-

percasive marketing and distribution channels, flourishing increasingly in different parts

of the world there appears to be a visible lack of channels providing them substantial

access to semi-urban and rural areas. In other words, the products of HUL have a weaker

grassroots bases.

 The availability of these products to common people does not only depend on marketing

network, but also on the advertising strategies adopted by HUL. On this count culinary

products don’t seem to offer much to create any stir and betray manifest upward trends

in terms of widening consumer base.

 The pricing strategy adopted by HUL shows considerable fluctuation, which has led the

consumer base to remain almost stagnant in many segments. Usually, the prices of these

products are too high to make these affordable to the common masses and particularly

those belonging to low-income groups. This phenomenon seems to be most evident in

culinary goods segment, which constitutes the backbone of HUL’s industrial base.

 Agricultural pursuits have not yet attained the status of industrial activities to a

considerable degree. So, the supply mechanism adopted by HUL for the raw materials

tends more often to suffer from a kind of unpredictability syndrome in terms of

communication and planning.

77
 On certain occasions, the readily available agricultural input is too low to cater to the

needs of manufacturers because ‘cultivation for industrial production’ or ‘industry-

oriented farming’ is not popular concepts even today in many countries of the world

including India.

 Though, the facilities of transportation and logistics for the supply of raw material don’t

lack substantiality as much in case of HUL as most other players in the industry even

HUL is not totally luinune to the problems posed by it. On many occasions,

transportation costs are too high, which affect the overall pricing strategy adopted by

HUL.

 HUL manufactures a large range of products along with those we call culinary products.

This diversification in products. But culinary products are usually bracketed with other

(major) products in case of these companies. So, no serious or special attention is paid to

devising separate or exclusive strategies for these products. It makes their brand name

rather than considerations of their qualitative excellence the most significant criterion for

their survival in the impredicable and at times, precarious situation of consumer.

78
 Chapter-5

CONCLUSIONS

79
 CONCLUSION

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

brings it into clear focus that the situation prevailing in major markets is very much in

favour of HUL. The fact that should be acknowledged on the basis of current trends

betrayed by this segment tells us that HUL veritably stand out as on indisputable market

leader in this field and is sure to surge way ahead of other players in future. The

competitive strength, strategic acumen and ability to reach out for a considerably larger

consumer base that the company has been able to attain through the years since its inception

also point to this fact categorically.

An extremely pertinent views that emerges out of it amply suggests that it is the dominance

of HUL operating under the banner of Unilever in most of the countries that contribute in a

large measure to the creation of a market situation in which consumers are nearly forced to

purchase their ‘choice’ at prices that might not be in congruence with their speculations and

calculative consideration of affordability – something that largely determines the

phenomenon called consumer behavior. It is absolutely doubtless to assume are

incomparable in term of their qualitative excellence.

It is a bit surprising to observe that HUL is the market leader even though it’s capable of

manufacturing and marketing a vast range of products with an international consumer base.

Moreover, the tie-up of Prima India with HUL reflects that the latter is not unwilling to

share its technological expertise and infrastructural contrivances with others.

80
So, inspite of the near monopoly situation caused by HUL’s presence in the global market,

it points to a healthy flexibility in the company’s fundamental approach. Another very

striking aspect of HUL’s global marketing strategy and operations, as it has been pointed

out and dwelt upon in the present study, is its enormous ability to capitalize on the resources

available to it. The company has had the distincting of taking determined steps to maximize

opportunities of image building in the global market. In order to accomplish this task, the

management of HUL is poised to keep infusing new spirit in its HRM wing in order that it

may veritably serve as an instrument for proliferating marketing prospects for HUL

products. That way both internal and external marketing are taken cognizance of with

identical sense of concern. This approach draws sustenance from the comprehensive

international network of overseas operation centers, associates, agents and allies.

81
 RECOMMENDATIONS

As it is obvious from the study the products of HUL have approached the high water mark

of sale in the global consumer market. However, there are genuine reasons to observe that

they have yet to attain the cutting edge status on many counts. In this regard a few

suggestions can be made to give the required boost to the marketing prospects of HUL

products. These can be summed up as follows:

 An attempt should be made by HUL management to tap all the potentials offered by the

global market by devoting a more substantial, efficient and better equipped resource

base. This task can be accomplished in the first place by implementing a stronger and

more ending distribution channel for various products so that even those sections of

consumers who are not accessible so easily, can be covered with greater ease.

 Efficient infrastructural base coupled with better and more comprehensive advertising

strategies should be resorted to; though HUL is presently surfing ahead of others on the

path of taking some great initiatives it should be more concerned about it for the

purpose of corporate image building.

 The price structure for various products should be more within the limit of affordability

for consumers; the grassroots consideration in this regard should not be ignored.

 Industrial manufacturing units of these products should be set up at places lying nearest

to the places where sources and raw materials for different products could be available

in the easiest possible way.

 HUL should go for more planned and sensible marketing and advertising strategies with

a view to accomplishing the task of global brand image buildings. Hyper marketing and

retailing network should get special attention as vital components of HUL’s marketing

policy.

82
BIBLIOGRAPHY

83
 BIBLIOGRAPHY

Book

 Kotler P., (2000), Marketing Management, Millennium Edition, Prentice Hall of India,

New Delhi.

Magazines

 Business Today

 Business World

Newspapers

 The Economic Times.

 The Indian Express.

 The Business Standard.

 The Hindustan Times.

Internet website

 http://www.google.com/

 http://www.indiainfoline.com/

 http://www.hul.com/

 http://www.unilever.com/

84
APPENDIX

85
 QUESTIONNAIRE

QUESTIONNAIRE

Name …………………………………………………………………..

Date of Birth ……………………………………………………………

Gender Male Female

Address …………………………………………………………………

………………………………………………………………………….

Contact No. (S.T.D. Code) …………………………………………….

E-mail …………………………………………………………………..

No. Of Family Member

1. Do you agree that India’s household product of (HUL) is one of the fastest growing
segments of the Indian economy?

Agree Strongly agree

Disagree Strongly disagree

86
2. Do you agree that the marketing strategy of the (HUL) should be different from the

marketing strategy of other industry segments?

Agree Strongly agree

Disagree Strongly disagree

3. Do you agree that institutional selling with customer satisfaction is quite prevalent

when it comes to cosmetic market in India?

Agree Strongly agree

Disagree Strongly disagree

4. Do you agree that the hair care product companies need to use innovative and better
promotional measures for selling their products?

Agree Strongly agree

Disagree Strongly disagree

5. Out of the following which one is more correct when it comes to the promotional
strategies of companies along with customer satisfaction having with market
segmentation?

Agree Strongly agree

Disagree Strongly disagree

87
6. Do you agree that unethical standards exist in the promotion of cosmetic product

with customer satisfaction and market segmentation?

Agree Strongly agree

Disagree Strongly disagree

7. Your recommendation to the industry and government regarding the promotional

strategy for customer satisfaction and market segmentation with cosmetic
companies? You can choose more than one option.?

Agree Strongly agree

Disagree Strongly disagree

8. What type of Marketing Strategies with customer satisfaction and market

segmentation does you consider as more profitable?

Agree Strongly agree

Disagree Strongly disagree

88