HUL'S BUSINESS STRATEGY HAS BEEN APPROVED

Our Approach
The Unilever Compass—our approach to create long-term value for our
stakeholders—is built on the premise that sustainable business drives higher
performance

Our Goals
To be a pioneer in the field of sustainable business. We'll show how our future-
fit, purpose-driven methodology produces superior results, resulting in steady,
competitive, lucrative, and responsible growth.

Our Mission and Values

Our goal is to help people.
Sustainable living is become the norm.

• Grow your brand with a purpose:

We will continue to focus on creating purpose-driven businesses that take a
stand and make a good impact on society and the environment. Our brands
strive to achieve the following goals on their path to being purposeful:
I. Enhance people's health, self-esteem, and well-being.
II. Improve the planet's health.
III. Make a difference in the world by making it fairer and more inclusive.

• Longevity of companies with a mission

Our original firms' purpose is still present in the way our brands seek to make a
positive difference today. We want to be a business that:
I. Provides higher long-term value.
II. Assists people from all walks of life.
III. Makes good use of our scale.
• People who have a sense of purpose prosper.
We want our people to succeed in this rapidly changing environment,
therefore we focus on the three pillars of Capability, Capacity, and Culture.
I. Capability development through lifelong learning.
II. Unlocking growth potential.
III. Strengthening our pioneering culture.

Our Core Values

• Integrity
• Respect
• Responsibility
• Pioneering

Stakeholders in the Project

 Customers
 Our People
 Society
 Planet
 Customers
 Shareholders

CORPORATE STRATEGIES AT HUL

Vision Every day, Unilever goods touch the lives of over 2 billion people,
whether it's by making them feel good with shining hair and a bright smile,
keeping their homes fresh and clean, or just enjoying a fantastic cup of tea,
fulfilling meal, or healthy snack.
Mission Unilever's purpose is to make life more vibrant. With products that
help people feel good, look good, and get more out of life, we satisfy every day
needs for nutrition, hygiene, and personal care. Innovation They will regard
their customers' worries in their scientific innovation to satisfy their wants.

HUL's Challenges:

1) Profits are being eroded by inflation.

a) Basic Materials
b) A decrease in consumer income.

2) The Battle over the Core Categories

a) Up-and-Coming
b) Expenditure on Advertising
c) Positioning of the Price
d) Competitors who concentrate on a single category

3) Purchaser Behaviour
a) Altering one's habits
b) Perplexed by competitors' products
c) Customary practises

4) International Exposure
a) Push yourself to go further and faster
b) Question conventional wisdom

5) Developing a new mentality

6) Make something out of trash
7) Deal with a thorny visitor
8) Assist in the improvement of the nation's nutrition
9) Convert a difficulty into an opportunity.
10) Add a dash of Extra – Flavour to your life.

Strategies followed by HUL

1) Food and home/personal care products are restricted in two divisions.

2) Product Portfolio Enhancement

a) A total of 400 goods were chosen.
b) Reorganization of manufacturing into regional networks
c) Reconfiguration of the IT system

3) Reorganization of job management

a) A reduction in the number of managerial job classes
b) Acquire high-level expertise

4) Pioneering Approaches
a) Creating a Market and a Brand
b) When the innovation pipeline is full, launch the brand.
c) To provide long-term success through focusing on the future
d) Clarity of HUL's strategies for winning
e) Changes that are transformational.

5) Management Techniques
a) Classification of occupations.
b) Dedication to one's own professional development
c) Managerial exposure on a global scale.
d) Thorough understanding of the local market.

6) Self-Development.
7) Comprehensive career planning and advancement.
8) Education and Training.
9) Remigration.
10) Reward Program.
11) Dictionary of Competencies.
12) Job Competency Profile.

HUL INTERNATIONAL STRATEGY

Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer

goods (FMCG) firm.
Hindustan Unilever Limited is controlled by the British-Dutch business
"Unilever," which owns a 52 percent share.
Foods, beverages, cleaning agents, and personal care products are among the
company's offerings.
The company's headquarters are in Mumbai, Maharashtra, India. Hindustan
Unilever Limited owns and operates approximately 35 brands in 20 different
categories.
HUL products are used by two out of every three Indians, according to Nielsen
market research.
The four pillars of our vision define the H company's long-term path - where
we want to go and how we'll get there:
• We help people feel good, look good, and get more out of life through
brands and services that are good for them and good for others, and we do it
every day.
• We will motivate individuals to take modest, everyday activities that can
make a huge difference in the world; and we will develop new business models
with the goal of increasing our company's growth while lowering our
environmental footprint.
To earn India's love and respect by making a genuine difference in the lives of
all Indians.

Unilever's mission Is
"TO ADD VITALITY TO LIFE"

TATA OIL MILLS COMPANY (TOMCO) ON 1ST APRIL 1993.

 POND'S (INDIA) LIMITED (PIL) IN 1998.
 BROOKE BOND LIPTON INDIA LIMITED (BBLIL) ON 1ST JANUARY 1996
BROOKE BOND LIPTON INDIA LIMITED (BBLIL) ON 1ST JANUARY 1996.

HUL CULTURE

Hindustan Unilever (Limited), which was founded in 1933, has an 87-year

history in India. It is the Indian subsidiary of Unilever, the worldwide parent
business. Unilever, a British-Dutch consumer goods firm, was created only four
years before it entered the Indian market. In India, it was founded as Lever
Brothers, which was later changed to Hindustan Lever Limited in 1956, and
then to Hindustan Unilever Limited in 2007.

Hindustan Unilever Limited fairly invests in employee

development.
The organisation encourages and feels that it is critical to make an overall
positive and educational experience for all its employees. They strive to
achieve it through a variety of development programmes. These programmes
assist in grooming individuals not only for the company's work culture but also
for life outside of it, and they invariably improve their performance. Employees
at HUL are encouraged to participate in Personal Development Planning (PDP).
This planning necessitates the employee creating an action plan for themselves
that includes their desired goals, deadlines, areas of improvement,
opportunities, threats, dangers, and other factors based on their professional
responsibilities.

HUL promotes evolving, inclusive and purpose

driven work culture
The organisation believes in giving its employees a well-rounded experience. It
allows them to work on a range of projects, broadening their horizons. It also
rotates its staff across different divisions on a regular basis, giving them a
better grasp of the organisation and how it operates.
It advocates for an inclusive workplace environment in which everyone feels a
feeling of belonging, where differences are resolved, and confrontations are
avoided. It tries to create an all-gender inclusive workplace, not merely on a
behavioural level, but also by designing and implementing policies that directly
benefit them. It has recently begun to hire and create jobs for people with
disabilities (pwd).

Hindustan Unilever is a firm believer in purpose-driven growth and actively

encourages its workers to discover theirs through purpose workshops for all
levels of the organisation. Sustainable manufacturing, or rather an ecologically
conscientious approach to production, is a higher goal for the FMGC major, but
it is likely for any corporation of this size.
It's also important to remember the recent fairness cream debacle that
accompanied the global BLM campaign. Although the corporation removed the
word "fair" from their product "Fair & Lovely," as well as rebranding other
comparable products, the change merely serves to make the product and its
make-believe promises more politically correct. With their current initiative,
the corporation is attempting to undermine Indians' entrenched obsession
with fair complexion, which has likely bred from colonial past and the caste
system.

HUL ORGANISATIONAL STRUCTURE

Features of Unilever’s Organizational Structure.
Unilever's organisational structure is divided into product types. The company
is separated into sections based on the products they specialise on. The
corporation, for example, has a segment dedicated to personal care items and
another dedicated to home care products. Unilever's organisational structure
has the following main characteristics:
1. Divisions of product types (most significant feature).
2. Corporate management teams.
3. Geographical classifications (least significant feature).
Divisions of Product: Types A product type division is an entity that helps
Unilever manage its consumer goods development, manufacture, distribution,
and sale. This characteristic of the organisational structure, for example, is
used by corporate managers to match market needs with appropriate
products. The company's efforts to apply product differentiation, which is
Unilever's generic strategy for competitive advantage, are aided by this
structural trait. This corporate structure is advantageous, especially given the
company's varied product line. Unilever's organisational structure includes the
following product category divisions.

1. Personal Care
2. Foods
3. Home Care
 4. Refreshment

Executive Teams in Corporations: Unilever's organisational structure includes

corporate teams as a secondary feature. Business functions provide the
foundation for this structural element. Unilever, for example, has a financial
team and a marketing communications team. The Unilever Leadership
Executive (ULE) group is made up of these teams. The corporate executive
teams in Unilever's organisational structure are as follows:

1. Chief Executive
2. Human Resources
3. Research & Development
4. Supply Chain
5. Refreshment
6. Personal Care
7. North America
8. Home Care
9. Finance
10. Legal
11. Foods
12. Marketing & Communications

Geographical Groupings: Unilever's organisational structure does not

include geographic divisions. This structural trait is used by the company to
support regional goals. Unilever's marketing methods for Europe, for
example, differ from those for Asian consumer goods markets. This
corporate structure aspect is also utilised to examine the financial success
of the organisation. Unilever's corporate structure maintains the following
geographic divisions:

1. Asia/AMET/RUB (Africa, Middle East, Turkey; Russia, Ukraine, Belarus)

2. The Americas
3. Europe

BLUE OCEAN STRATEGY OF HUL

Using a 'Leading from the Middle' example, this case highlights HUL's dispute
resolution and people development policies. The plot revolves around the
difficulties faced by an HR manager at a factory who must accomplish
organisational goals while dealing with several trade unions who are resisting
reform and causing internal strife.
What is Blue Ocean Strategy and how does it apply to the case study
"Hindustan Unilever Limited"?
What is the origin of the Blue Ocean Strategy and why is it called that?
Explainer for EMBA Pro - W.Chan Kim and Renee Mauborgne, INSEAD Business
School professors, initially presented Blue Ocean strategy as a strategy idea in
their book "Blue Ocean Strategy - How to Create Uncontested Market Space &
Make Competition Irrelevant."
It's termed Blue Ocean Strategy (BOS) because it gives managers the tools they
need to build and find uncontested market space rather than fighting in a
crowded market with shrinking margins. BOS renders competition obsolete
while introducing new consumer value propositions.
What is the Blue Ocean Strategy's cornerstone?
"Value Innovation" is the cornerstone of the Blue Ocean Strategy. Both value
and innovation are emphasised in Value Innovation. Hul's Resisting must not
just update its value offer for existing customers (clients), but also build new
value propositions for target segments (customers) who are not now Hul's
Resisting consumers. For Hul's Resisting, value innovation may offer up new
uncontested market space.
Managers at Hul's Resisting can employ four critical factors to drive value
innovation:
Buyer Utility - It highlights the key ideals, benefits, or utility that Hul's
Resisting's products or services provide to the buyer. The advantages can be
felt as well as tangible.
Price - In typical circumstances, firms compete in Organizational Development
by using the traditional pricing strategy of "offering the consumer more for
less." This might pose a severe threat to the company's bottom line
(profitability).
Cost - Hul's Resisting managers can utilise value innovation to overcome the
limits identified by Michael Porter (management guru, strategy guru) in his
value cost trade-off as part of a competition-based strategy. Hul's Resisting
managers can pursue both differentiation and cheap cost using the Blue Ocean
strategy.
Adoption - When innovation is pursued without regard for the value, it might
result in a very low degree of adoption, no matter how significant the invention
is.

Red Ocean Vs Blue Ocean Strategy

What is the distinction between a Blue Ocean and a Red Ocean Strategy?
How can Hul's Resisting break through the violent sea of competition?
In today's business world, Red Ocean is frequently defined as a competitive
environment in which industry borders are clearly defined and existing and
new companies compete based on Value-Cost Trade Off to outperform each
other. As a result, there is fierce competition and a race to the bottom,
resulting in decreased profitability and a greater cost structure as a percentage
of total price.
Factors that are causing a bloodbath in the Red Ocean –
Niche markets and local monopolies, which Hul's Resisting was able to exploit,
are rapidly dwindling. Organizations in the Organizational Development field
must always come up with innovative solutions.
Because of -greater access to information, market transparency, technology
breakthroughs, and promotional incentives by competitors) consumer
behaviour in Organizational Development is likewise rapidly altering.
Companies like Hul's Resisting have been under pressure because of increasing
commoditization of products and services.
Accelerated technical advancements are boosting industry output, allowing
suppliers to provide a wider range of items.
Organizational Development product categories are becoming increasingly
similar, enabling firms to compete solely based on pricing strategy.
Suppliers from China, India, Brazil, Singapore, Indonesia, Malaysia, and other
rising economies have been able to compete in the high-cost markets of the
United States and the European Union because of globalisation.