CHAPTER-1

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION :

To make sustainable living common place.with nearly 90 years of heritage in

India, Hindustan Unilever Limited (HUL) is India’s largest fast-moving consumer goods
company. On any given day, nine out of ten Indian households use one or more of our brands,
giving us a unique opportunity to build a brighter future. We are known for our great brands, the
positive social impact we create and our belief in doing business the right way.
Dealing in Hindustan Unilever Limited Shares Hindustan Unilever Product works to create a
better future every day and helps people feel good, look good and get more out of life with
brands and services that are good for them and good for others.
With 50+ brands spanning categories such as fabric solutions, home and hygiene, life essentials,
skin cleansing, skincare, hair care, color cosmetics, oral care, deodorants, tea, coffee, ice cream &
frozen desserts, foods and health food drinks, the Company is a part of the everyday life of
millions of consumers across India. Its portfolio includes leading household brands such as Lux,
Lifebuoy, Surf excel, Rin, Wheel, Glow & Lovely, Pond’s, Vaseline, Lakmé, Dove, Clinic Plus,
Sunsilk, Pepsodent, Closeup, Axe, Simple, Love Beauty Planet, TRESemmé, Brooke Bond, Bru,
Knorr, Kissan, Kwality Wall’s, Horlicks and Pureit.

The company has about 21,000 employees and has sales of INR 50,000+ crores (financial year
2021-22). Hindustan Unilever Limited is a subsidiary of Unilever, one of the world’s leading
suppliers of Food, Home Care, Personal Care and Refreshment products with sales in over 190
countries.Forbes rated Hindustan Unilever Limited as the most innovative company in India and
globally. A on Hewitt recognised Hindustan Unilever Product as one of the best companies to
work for and we continue to be the ‘Employer of Choice’ across industries.

1
1.2 STATEMENT OF THE PROBLEM :

For evolving an appropriate marketing strategy, Understanding the rural environment is quite
essential. Challenges and problems associated with entering Emerging markets, and to make
contribution why these Strategies are implemented and carried out in the way.They are As most
of the Indian population resides in the rural area, FMCG companies have realized the importance
of the rural market and started to tap this market through various marketing strategies and
Initiatives. Hindustan Unilever Product is India’s largest Fast Moving Consumer Goods
Company and works to create a better future every Day with good brands and services. Hence an
attempt has been made to find out the various initiatives taken by Hindustan Unilever Product to
reach the rural market. The focus of the study is to measure the “Brand loyalty of the consumers
using Hindustan Unilever Limited products. This research also studies the attitude and beliefs of
people about the product they prefer in Hindustan Unilever products. It will also assist in finding
out the contributing factors in their choices as well as the decisive factors in this regard. The
researcher attempts to get the answer as to why consumers become loyal to certain Hindustan
Unilever Limited brands, whether they are influenced by the brand name, price or advertising.

1.3 OBJECTIVES OF THE STUDY :

● To develop a thorough understanding and insight

● The field of rural markets.

● To assess the FMCG product.

● To know the strategies adopted by Hindustan Unilever Limited with

Reference to FMCG products.

● To study the customer loyalty towards Hindustan Unilever Limited.

● To study the factors influencing customer/ consumer behavior towards the purchase of

2
 Hindustan Unilever Limited pro secondary data which is already collected by someone
and data received through magazine, newspaper, website etc. This is called secondary
data.ducts.

1.4 SCOPE OF THE STUDY :

In this modern internet world Hindustan Unilever Limited has to be very

deliberate to make a good impression before the customer. The essential factor is providing good
service to the customer and not to guarantee or give promises that cannot be delivered. Hindustan
Unilever Limited has to find a possible way that can be improved. The most important reason
behind the study is to measure the customer loyalty towards Hindustan Unilever Limited.

1.5 RESEARCH METHODOLOGY:

Data collection:

There are two types of data;

● Primary data

● Secondary data

Primary data :

Primary data is collected for the first time about the project which I have collected
Data for this project through the questionnaire for the survey. It is called primary data
collection.

Secondary data:

Secondary data is which is already collected by someone and data received through

3
magazine, newspaper, website etc. This is called secondary data.

1.5 TOOLS OF THE STUDY:

The following statistical tools were used in the study for the purpose of analysis.
 Simple Percentage method
 Chi-square Analysis

1.6 LIMITATIONS OF STUDY :

● The information provided by me is not 100% accurate.

● It will take much time to analyze .

● It has a limited scope of research.

1.7 CHAPTER SCHEME :

Chapter -1

The introduction, statement of problem, objectives of study, scope of the study, limitations
of study, chapter scheme.
Chapter -2

Discuss about the view of the literature relating to previous year study.

Chapter- 3

Discuss the overview of the study.

4
 Chapter-4
Exhibits the analysis and interpretation of the date related to the social demographic profile and
an impact on customer buying behavior.
Chapter-5
Deals with the summary of findings , suggestions and conclusion of the study.

5
 CHAPTER-2

REVIEW OF LITERATURE

Shashank Shah (2011)1 Social and environmental responsibility: case study of Hindustan
Unilever Limited journal of human values.Since the times of yore, the Indian culture has always
laid importance on service to society as an important responsibility of the business/trader
community. The society and local community is the resource pool from which any organization
gets its manpower and also so to say ‘the license to operate’. The society is the entity to which an
organization owes its existence. Any organization must pay its due in various ways to this
important constituency. Though a number of models and frameworks have been identified by
experts for Corporate Social Responsibility, the author has found a dearth of real-life cases of
leading organizations (especially in the Indian context) and their endeavors towards societal
welfare and environmental protection. The author has used the case of Hindustan Unilever Ltd
(HUL), a leading company in the FMCG (Fast Moving Consumer Goods) sector in India for the
past seven decades, to highlight their best practices towards the society, local community, NGOs
and the natural environment. In spite of being a multinational organization, the Company has
lived up to the Indian values of service to society. The case follows a descriptive research design
and the findings include diverse, innovative and landmark initiatives undertaken by the
Company to contribute to societal welfare through rural and women’s empowerment, livelihood
generation, rehabilitation and natural environment protection and preservation. The data
collection for this case has been done by the author through personal interviews with top
executives of the Company and supplemented through other information available in the public
domain.

Manpreet kaur (2013)2 Rural marketing: A case study on Hindustan Unilever Limited
International Journal of Applied Research & Studies (IJARS) In recent years, rural markets have
acquired significance, as the overall growth of the economy has resulted into substantial increase
in the purchasing power of the rural communities. On account of the green revolution, the rural

6
areas are consuming a large quantity of industrial and urban manufactured products. In this
context, a special marketing strategy, namely, rural marketing has emerged. This paper is an
attempt to find out the various initiatives taken by Hindustan Unilever Limited to reach the rural
consumer. Hindustan Unilever is the pioneer and largest player in India’s FMCG market.
Hindustan Unilever Limited was the first company to step into Indian rural marketing. Hindustan
Unilever Limited started its first effort towards going rural 1960’s onwards, through indirect
coverage of accessible rural markets through its urban network stockists and distributors.
Hindustan Unilever Limited proactively engaged in rural development in 1976 with Integrated
Rural Development Programme in Etah district of Uttar Pradesh. In 1990, Hindustan Unilever
Limited launched ‘Operation Streamline’ for distribution of products to inaccessible rural
markets with High potential using unconventional transport like bullock carts, tractors and
bicycles and appointed rural distributors and star sellers. In 2000, Hindustan Unilever Limited
started Project Shakti to reach inaccessible low potential rural markets. This project has reached
100,000 villages. Hindustan Unilever Limited embarked upon Project Samriddhi in 2003 to
create sustainable villages in Dadra and Nagar Haveli. Today Hindustan Unilever Limited’s
products touch the lives o f two out of every three Indians.

Aloke Gupta, Debasish (2013)3Business and financial risks in Hindustan Unilever Limited.: An
empirical analysis SuAsia-Pacific Finance and Accounting Review Competitive forces with the
unleashing of the liberalization policy have made analysis of business and financial risk essential
for survival and growth of business houses in India. With the change in the economic scenario,
the earning trends and the financing policies in the Indian corporate sector have changed
significantly. This leads to notable changes in the pattern of business as well as financial risks
associated with the companies. Some of them have been able to adapt themselves to the new
situation while others could not. In this backdrop, the present paper seeks to evaluate empirically
the business and financial risks associated with Hindustan Unilever Ltd.(HUL), the largest private
sector company in Indian Fast Moving Consumer Goods (FMCG) industry during the 10-year
period from 2002-03 to 2011-12. It has also been attempted to see how the return of the company
reacted to the changes in aforesaid risks during the period. It has been observed that Hindustan
Unilever Limited managed to keep the overall business risk and financial risk at moderate level

7
during the study period. The risks rather declined during the second half of the study period.
Interestingly, negative correlations were seen between the risks and returns in the present study
which contradicts the age-old theoretical foundation.

V Suganthi (2016) 4Marketing strategy of FMCG product: A case study of Hindustan Unilever
limited. The Indian rural market with its vast size offers great opportunities to Companies. The
rural economy contributes nearly half of the country’s GDP. More than 50 percent of the sales of
FMCG companies come from the rural areas. In recent years, rural markets have acquired
significance in India. In this context, a special marketing strategy, namely, rural marketing has
taken form. As markets change and develop, companies must be able to develop the strategy and
choose the correct way to enter the markets and remain competitive. This paper aims to gain an
understanding of how FMCG companies are creating exclusive rural marketing strategies and the
initiatives and marketing strategies of Hindustan Unilever Limited which is India’s largest Fast
Moving Consumer goods company, touching the lives of most of the Indians.

Radhagobinda Basak (2017) 5Liquidity versus Profitability: A Study on Hindustan Unilever

Limited. MANTHAN: Journal of Commerce and Management 2017 As per the general notion,
liquidity should have an opposite relationship with profitability. In the case of Hindustan
Unilever Limited, it has been observed that with the passage of time, the company was able to
improve both its liquidity and profitability. The present paper seeks to understand the reason
behind this contradictory result. As per the findings of the paper, intelligent debtors and creditors
management helped the company significantly in achieving higher profitability along with higher
liquidity.

J Ramachandran (2017)6 Navigating identity duality in multinational subsidiaries: A paradox

lens on identity claims at Hindustan Unilever. Multinational subsidiaries do not merely seek
legitimacy within their dual institutional contexts; they also strive to articulate an organizational
identity by drawing on institutional resources embedded in these dual contexts. We draw
attention to the subsidiary’s identity duality and conceptualize it as a paradox, i.e., as the

8
juxtaposition of the contradictory, interdependent, and persistent characteristics of the ‘global’
and the ‘local’ in the subsidiary’s identity. Using 57 years of archival data from Hindustan
Unilever, the Indian subsidiary of Anglo-Dutch multinational Unilever, we observe changing
patterns in the articulation of identity claims by subsidiary leaders and develop a process model
of how subsidiaries navigate identity duality over time. We find that subsidiary leaders may use
two modes of organizational identity work for this purpose – logic ordering (the articulation of
identity claims that respond to contradictory institutional demands by privileging one and
subordinating the other) and logic bridging (the articulation of identity claims that respond to
contradictory institutional demands by effecting a Janusian integration of the said demands).
Over time, and employing these modes of identity work, leaders at Hindustan Unilever sustained
a dynamic balance between the dual cores of the subsidiary’s espoused identity.

Keerthan Raj, (2018) 7A ‘Desi Multinational–A Case Study of Hindustan Unilever Limited
,International Journal of Case Studies in Business, IT and Education (IJCSBE) India has become
a second home to many multinationals over the years. The fact that India has the second largest
population in the world is alluring because it translates itself into a huge opportunity to encash for
marketers across the globe. Hindustan Lever Limited which set foot as the subsidiary of Unilever
has been one such multinational which has almost become a home grown brand. The strategies
adopted by this corporate leaves no stone unturned in cashing in on the tiniest niche markets
available. Reaching the four billion populations in the base of the pyramid markets has been a
topic of research in recent times. Lots of exploratory and case studies have been made in this
field. This paper is a study on the strategies developed by Hindustan Lever Limited which has
been one of the most successful companies to foray into the emerging markets in South East Asia
and successfully tapped the base of the pyramid in India. A case study using archival material and
secondary information sources suggest that having a global lookout and one world one market
strategy is not successful when attempting to cut into the base of the pyramid segments in
emerging markets. The critical aspect here is developing grassroots’ connection and social
empathy which should translate to a cooperative spirit which will leverage the strengths and
overcome the weaknesses.

9
 8
Sharma, S. (2015), Multinational subsidiaries do not merely seek legitimacy within their dual
institutional contexts; they also strive to articulate an organizational identity by drawing on
institutional resources embedded in these dual contexts. We draw attention to the subsidiary’s
identity duality and conceptualize it as a paradox, i.e., as the juxtaposition of the contradictory,
interdependent, and persistent characteristics of the ‘global’ and the ‘local’ in the subsidiary’s
identity. Using 57 years of archival data from Hindustan Unilever, the Indian subsidiary of
Anglo-Dutch multinational Unilever, we observe changing patterns in the articulation of identity
claims by subsidiary leaders and develop a process model of how subsidiaries navigate identity
duality over time. We find that subsidiary leaders may use two modes of organizational identity
work for this purpose – logic ordering (the articulation of identity claims that respond to
contradictory institutional demands by privileging one and subordinating the other) and logic
bridging (the articulation of identity claims that respond to contradictory institutional demands by
effecting a Janusian integration of the said demands). Over time, and employing these modes of
identity work, leaders at Hindustan Unilever sustained a dynamic balance between the dual cores
of the subsidiary’s espoused identity.

Nandini,G.(2019),9 In present uncertain environments, measuring the financial performance as

well as financial position is most significant for corporate sector in the field of manufacturing.
The study of financial performance replicates the financial position as well as profitability of the
corporate sector is vital as there are neck and neck competitions in the same business. As the
comprehensive data about the financial performance and position accessible for all therefore the
manager, investors, and creditors can put on the different financial strategy by financial analysing
their tactical thinking in the investment decisions. Accordingly, this research comprises the
financial performance of two major firms in consumer and non-durables manufacturing
companies in India i.e. Hindustan Unilever Ltd. and Nestle India Ltd. To examine the financial
performance of Hindustan Unilever Ltd. and Nestle India Ltd. data has been composed from the
data published from different website for the ten years from 2009-10 to 2018-19. Different
financial ratios and t test have been applied to study the financial performance of Hindustan
Unilever Ltd. and Nestle India Ltd.

10
 REFERENCE

1. Raj, K., & Aithal, P. S. (2018). A ‘Desi’Multinational–A Case Study of Hindustan

Unilever Limited. International Journal of Case Studies in Business, IT and Education
(IJCSBE), 2(1), 1-12
2. Suganthi, V. (2016). Marketing strategy of FMCG product: A case study of Hindustan
Unilever limited. Marketing, 1(9).
3. Pant, A., & Ramachandran, J. (2017). Navigating identity duality in multinational
subsidiaries: A paradox lens on identity claims at Hindustan Unilever 1959–2015. Journal of
International Business Studies, 48, 664-692.
4. Kaur, M. (2013). Rural marketing: A case study on Hindustan Unilever Limited. International
Journal of Applied Research & Studies (iJARS), 2(6).
5. Gupta, A., & Sur, D. (2013). Business and financial risks in Hindustan Unilever Ltd.: an
empirical analysis. Asia-Pacific Finance and Accounting Review, 1(4), 77.
6. Shah, S. (2011). Social and environmental responsibility: case study of Hindustan Unilever
Ltd. Journal of Human Values, 17(1), 23-42.
7. Basak, R. (2017). Liquidity versus Profitability: A Study on Hindustan Unilever Limited.
MANTHAN: Journal of Commerce and Management, 4(1), 106-119.
8. Singh, M. K., & Sharma, S. (2015). Corporate social responsibility for sustainable change: A
case of Hindustan Unilever Limited. The Indian Journal of Commerce, 68(4), 57-63.
9. Patjoshi, P. K., & Nandini, G. (2019). Comparative Study on Financial Performance of
Hindustan Unilever and Nestle India. Journal of Xidian University, 14(4), 3075-3080.

11
 CHAPTER -3

PROFILE OF THE COMPANY

Hindustan Unilever Limited (HUL) is an Indian consumer goods company headquartered in

Mumbai. It is a subsidiary of the British company Unilever. Its products include foods,
beverages, cleaning agents, personal care products, water purifiers and other fast-moving
consumer goods (FMCGs).

Indian Unilever Limited ,Hindustan Unilever Logo.svg ,Public type &Traded as BSE : 500696
NSE: HINDUNILVR ,BSE SENSEX Constituents NIFTY 50 Constituent ,ISIN :
INE030A01027

Industry: Consumer goods

Predecessor: Indian Vanaspati Manufacturing Company (1931-1956)

Lever Brothers India Limited (1933–1956)
United Traders Limited (1935–1956)
Hindustan Lever Limited (1956–2007)

Founded: 1933; 90 years ago

Headquarters: Mumbai, Maharashtra, India

Key people : Sanjiv Mehta (CEO)[1]

Products : Foods, cleaning agents, personal care, skin care and water purifiers
Revenue: Increase 52,704 crore (US$6.6 billion) (2022)
Operating income: Increase 11,918 crore (US$1.5 billion) (2022)

Net income: Increase 8,892 crore (US$1.1 billion) (2022)

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Total assets: Increase 70,517 crore (US$8.8 billion) (2022)

Total equity: Increase 49,061 crore (US$6.1 billion) (2022)

Number of employees: 21,000 (2020)

Parent: Unilever plc (61.90%)

Hindustan Unilever Limite was established in 1931 as Hindustan Vanaspati Manufacturing Co.
Following a merger of constituent groups in 1956, it was renamed Hindustan Lever Limited. The
company was renamed again in June 2007 as Hindustan Unilever Limited.

Hindustan Unilever has been at the helm of a lot of controversies, such as dumping highly toxic
mercury-contaminated waste in regular dumps, contaminating the land and water of Kodaikanal.
(See: Kodaikanal mercury poisoning). The British company also faced major flak for an
advertising campaign attacking the Hindu pilgrimage site at Kumbh Mela, calling it a “place
where old people get abandoned,” a move that was termed racist and insensitive. As of 2019,
Hindustan Unilever’s portfolio had 50+ product brands in 14 categories. The company has
21,000 employees and clocked sales of ₹34,619 crores in FY 2017–18.

In December 2018, Hindustan Unilever Limited announced its acquisition of GlaxoSmithKline’s

India’s consumer business for $3.8 billion in an all equity merger deal with a 1:4.39 ratio.
However the integration of GSK’s 3,800 employees remained uncertain as Hindustan Unilever
Limited stated there was no clause for retention of employees in the deal.[8] In April 2020,
Hindustan Unilever Limited completed its merger with GlaxoSmithKline Consumer Healthcare
(GSKCH India) after completing all legal procedures.In December 2022, Hindustan Unilever
Limited’s market cap was Rs. 638548.42 crore.

13
History of Hindustan Unilever :

● In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soap bars,
embossed with the words “Made in England by Lever Brothers”. With it, began an era of
marketing branded Fast Moving Consumer Goods (FMCG).

● Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim.
Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.

● In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935).
These three companies merged to form Hindustan Unilever Limited in November 1956; and
Hindustan Unilever Limited Offered 10% of its equity to the Indian public, being the first among
the foreign subsidiaries to do so.

● The erstwhile Brooke Bond’s presence in India dates back to 1900. By 1903, the company had
launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed.
Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile
Lipton’s links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977
Lipton Tea (India) Limited was incorporated.

● Pond’s (India) Limited had been present in India since 1947. It joined the Unilever fold
through an international acquisition of Chesebrough Pond’s USA in 1986.

● Since the very early years, Hindustan Unilever Limited has vigorously responded to the
stimulus of economic growth. The growth process has been accompanied by judicious
diversification, always in line with Indian opinions and aspirations.

14
● The liberalization of the Indian economy, started in 1991, clearly marked an inflexion in
Hindustan Unilever Limited’s and the Group’s growth curve. Removal of the regulatory
framework allowed the company to explore every single product and opportunity segment,
without any constraints on production capacity.

● Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most
visible and talked about events of India’s corporate history, the erstwhile Tata Oil Mills
Company (TOMCO) merged with Hindustan Unilever Limited, effective from April 1, 1993. In
1996, Hindustan Unilever Limited and yet another Tata company, Lakmé Limited, formed a
50:50 joint venture, Lakmé Unilever Limited, to market Lakmé’s market-leading cosmetics and
other appropriate products of both the companies. Subsequently in 1998, Lakmé Limited sold its
brands to Hindustan Unilever Limited and divested its 50% stake in the joint venture to the
company.

● Hindustan Unilever Limited had formed a 50:50 joint venture with the US-based Kimberly
Clark Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and
Kotex Sanitary Pads.

● Hindustan Unilever Limited also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL),
and its factory represents the largest manufacturing investment in the Himalayan kingdom. The
UNL factory manufactures Hindustan Unilever Limited’s products like Soaps, Detergents and
Personal Products both for the domestic market and exports to India.

● The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods
and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with
significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB
Group and the Dollops Ice Cream business from Cadbury India.

15
● As a measure of backward integration, Tea Estates and Doom Dooma, two plantation
companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and
Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus
and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the
Wall’s range of Frozen Desserts. By the end of the year, the company entered into a strategic
alliance with the Kwality Ice Cream Group families and in 1995 the Milkfood 100% Ice Cream
marketing and distribution rights too were acquired.

● Finally, BBLIL merged with Hindustan Unilever Limited, with effect from January 1, 1996.
The internal restructuring culminated in the merger of Pond’s (India) Limited (PIL) with
Hindustan Unilever Limited in 1998. The two companies had significant overlaps in Personal
Products, Specialty Chemicals and Exports businesses, besides a common distribution system
since 1993 for Personal Products. The two also had a common management pool and a
technology base. The amalgamation was done to ensure for the Group, benefits from scale
economies both in domestic and export markets and enable it to fund investments required for
aggressively building new categories.

● In January 2000, in a historic step, the government decided to award 74 per cent equity in
Modern Foods to Hindustan Unilever Limited, thereby beginning the divestment of government
equity in public sector undertakings (PSU) to private sector partners. Hindustan Unilever
Limited’s entry into Bread is a strategic extension of the company’s wheat business. In 2002,
Hindustan Unilever Limited acquired the government’s remaining stake in Modern Foods.

● Hindustan Unilever Limited launched a slew of new business initiatives in the early part of
2000’s. Project Shakti was started in 2001. It is a rural initiative that targets small villages
populated by less than 5000 individuals. It is a unique win-win initiative that catalyzes rural
affluence even as it benefits business.

16
● Hindustan Unilever Network, Direct to home business was launched in 2003 and this was
followed by the launch of ‘Pureit’ water purifier in 2004.

● In 2007, the Company name was formally changed to Hindustan Unilever Limited after
receiving the approval of shareholders during the 74th AGM on 18 May 2007. Brooke Bond and
Surf excel breached the Rs 1,000 crore sales mark the same year followed by Wheel which
crossed the Rs.2,000 crore sales milestone in 2008.

● On 17th October 2008 , Hindustan Unilever Limited completed 75 years of corporate existence
in India. In January 2010, the Hindustan Unilever Limited head office shifted from the landmark
Lever House, at Backbay Reclamation, Mumbai to the new campus in Andheri, Mumbai.

● On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in India
at New Delhi.

● In March, 2012 Hindustan Unilever Limited’s state of the art Learning Centre was inaugurated
at the Hindustan Unilever campus at Andheri, Mumbai.
● In April, 2012, the Customer Insight & Innovation Centre (CiiC) was inaugurated at the
Hindustan Unilever campus at Andheri, Mumbai

● Hindustan Unilever Limited completed 80 years of corporate existence in India on October

17th, 2013.

● In 2013, Hindustan Unilever Limited launched ‘Prabhat’ (Dawn) – a Unilever Sustainable

Living Plan (USLP) linked program to engage with and contribute to the development of local
communities around its manufacturing sites. Also, Unilever’s first aerosol plant in Asia was
inaugurated in Khamgaon, Maharashtra in 2013.

17
● In October 2013, Sanjiv Mehta took over as the CEO and Managing Director of Hindustan
Unilever Limited.

● In 2014, The ‘Winning in Many Indias’ operating framework, piloted in 2013, launched
nationally. Sales offices expanded from four to seven with the launch of offices in Lucknow,
Indore and Bangalore in addition to the existing sales offices in Delhi, Kolkata, Mumbai and
Chennai.

● In 2015, Hindustan Unilever Limited acquired Indulekha, a premium hair oil brand with
strong credentials around Ayurveda.

● Hindustan Unilever Limited announced signing of an agreement for the sale and transfer of its
bread and bakery business under the brand “Modern” to Nimman Foods Private Limited.

● In 2016, Hindustan Unilever Limited unveiled ‘Suvidha’ a first-of-its-kind urban water,

hygiene and sanitation community centre in Azad Nagar, Ghatkopar, one of the largest slums in
Mumbai.

● A new state-of-the-art manufacturing facility was commissioned in Doom Dooma Industrial

Estate, Assam on 11th March 2017.

● In 2018, Hindustan Unilever Limited signed an agreement with Vijaykant Dairy and Food
Products Limited (VDFPL) and its group company to acquire its ice cream and frozen
desserts business consisting of its flagship brand ‘Adityaa Milk’ and front-end distribution
network across geographies.

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● In 2020, Hindustan Unilever Limited announced acquisition of VWash, the market leader in
female intimate hygiene category to enter the currently underpenetrated and rapidly growing
market segment.

● In 2020, with the Merger of GSK Consumer Healthcare with Hindustan Unilever Limited,
Iconic health food drink brands – Horlicks and Boost enter the foods & refreshment portfolio
of Hindustan Unilever Limited, making it the largest F&R business in India.

● In 2022, Hindustan Unilever Limited’s turnover crossed the INR 50,000 Crore mark.

● In July 2022, Unilever India Limited’s new Home Care factory and an automated distribution
centre were inaugurated in Sumerpur, Uttar Pradesh. The factory is a zero-carbon factory and
Unilever South Asia’s first gender-balanced factory.

● In March 2023, Rohit Jawa was appointed as the CEO and Managing Director of Hindustan
Unilever Limited with effect from June 27, 2023.

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 CHAPTER 4
DATA ANALYSIS AND INTERPERTATION

SIMPLE PERCENTAGE ANALYSIS

It refers to a special kind of rates, percentage are used in making comparison between
two or more series of data. A percentage is used to determine relationship 1 between the series.
No of respondents
Percentage = ---------------------------------- X 100
Total number of respondents

GENDER OF THE RESPONDENTS

Table 4.1
Gender
Frequency Percent

Female
51 51%

Male
49 49%

Total 100 100%

TABLE 4.1 shows out that the total respondents taken for the study 51% respondents are Female
and 49% respondents are Male.
Majority (51%) of the respondents are Female.

20
 CHART NO: 1
GENDER OF THE RESPONDENTS

AGE OF THE RESPONDENTS

Table 4.2
Age Frequency Percent

21-30 years 49 49%

31-40 years 8 8%

41-50 years 5 5%

Above 50 years 3 3%

Below 20 years 35 35%

Total 100 100%

TABLE 4.2 shows that out of the respondents taken for the study, 49% respondents are21 – 30
years, 35% respondents are Below 20 years, 8% respondents are 31– 40, 5% of respondents are
41 – 50 years and 3% respondents are above 50 years.
Majority (49%) of the respondents belong to the age group of 21 - 30.

21
 CHART NO: 2
AGE OF THE RESPONDENTS

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Table 4.3
Educational qualification
Frequency Percent

Diploma 3 3%

Others 8 8%

Post Graduate 16 16%

School level 8 8%

Under Graduate 65 65%

Total 100 100%

TABLE 4.3 exhibits that out of the respondents taken for the study, 65% respondents are Under
Graduate, 16% of respondents are Post Graduate, 8% respondents are Under school level and
have other educational qualifications, 3% respondents are diploma.
Majority (65%) of the respondents belong to Under Graduate

22
 CHART NO:3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

OCCUPATIONAL STATUS OF THE RESPONDENTS

Table 4.4
Occupational status Frequency Percent

Government employee 5 5%

Private employee 18 18%

Professional 9 9%

Self employee 6 6%

Student 62 62%

Total 100 100%

TABLE 4.4 Presents that 62% of the respondents are Students, 18% respondents are Private
employee, 9% respondents are Professionals, 6% of respondents are Self employees and 5% of
the respondents are Government employees
Majority (62%) of the respondents are Students

23
 CHART NO: 4
OCCUPATION STATUS OF THE RESPONDENTS

MONTHLY INCOME OF THE RESPONDENTS

Table 4.5
Monthly income Frequency Percent

15,001-30,000 30 30%

15001 – 30000 2 2%

30,001-40,000 17 17%

Above 50,000 13 13%

Below 15,000 38 38%

Total 100 100%

24
TABLE 4.5 shows out the Monthly Income of the respondents, 38% of the respondents monthly
income is below 15000, 30% of the respondents is between 15001 –30000, 17% of the
respondents income is between 30001 – 40000, 2% of the respondents income is between 40001
– 50000, and 13% of the respondents Monthly income is above 50000.
Most (38%) of the respondents monthly income is below 15000

CHART NO: 5
MONTHLY INCOME OF THE RESPONDENTS

SOURCE OF AWARENESS

Table 4.6
Source of awareness
Frequency Percent

Advertisement 27 27%

Friends and relatives

18 18%

Internet 39 39%

Newspaper 16 16%

Total 100 100%

25
TABLE 4.6 Presents that the source of awareness about the HINDUSTAN UNILEVER
products, 39% of the respondents got the awareness through Internet, 27% of the respondents
through Advertisement, 18% of the respondent through Friends & Relatives, and 16% of the
respondents got awareness through Newspaper.
Most (39%) of the respondents got awareness about the HINDUSTAN UNILEVER
products through Internet.

CHART NO:6
SOURCES OF AWARENESS

MONEY SPENT ON HINDUSTAN UNILEVER PRODUCTS

Table 4.7
Money spent
Frequency Percent

2000-3000 18 18%

3000-4000 8 8%

4000-5000 2 2%

Above 5000 3 3%

Below 2000 69 69%

Total 100 100%

26
TABLE 4.7 Presents that the Money spent on HINDUSTAN UNILEVER products by the
respondents, 69% of the respondents spends below Rs.2000, 18% of the respondents spends Rs.
2000 – Rs.3000, 8% of the respondents spend between Rs.3000 – Rs.4000, 3% of the respondents
spend above Rs.5000, and 2% of the respondents spend Rs. 4000 – Rs.5000 on HINDUSTAN
UNILEVER products.
Majority (69%) of the respondents spent Below Rs. 2000 on HINDUSTAN UNILEVER
products

CHART NO: 7
MONEY SPENT ON HINDUSTAN UNILEVER PRODUCTS

27
 OVERALL SATISFACTION OF HINDUSTAN UNILEVER PRODUCTS

Table 4.8
Overall satisfaction Frequency Percent

Dissatisfied 1 1%

Highly dissatisfied 1 1%

Highly satisfied 22 22%

Neutral 37 37%

Satisfied 39 39%

Total 100 100%

TABLE 4.8 Highlights the overall satisfaction of HINDUSTAN UNILEVER products 39% of
the respondents are satisfied with the HINDUSTAN UNILEVER products, 37% of the
respondents says neutral, 22% of the respondents are highly satisfied, and 1% of the respondents
are dissatisfied and Highly dissatisfied with the HINDUSTAN UNILEVER products.
Most (39%) of the respondents are satisfied with the HINDUSTAN UNILEVER products.

28
 CHART NO: 8

OVERALL SATISFACTION OF HINDUSTAN UNILEVER PRODUCTS

TIME PERIOD OF PURCHASE

Table 4.9
Time period of purchase
Frequency Percent

Above 1 year 23 23%

For a couple of months

24 24%

For a long time 21 21%

Very recently 32 32%

Total 100 100%

TABLE 4.9 shows out that the Period of time for Purchase of HINDUSTAN UNILEVER
products32% respondents have been purchasing the product very recently, 24% respondents
purchasing for a couple of months, 21% respondents have been purchasing for a long time, 23%
of respondents purchase the product more than a year.
Most (32%) of the respondents started purchasing the HINDUSTAN UNILEVER products
very recently.

29
 CHART NO: 9
TIME PERIOD OF PURCHASE

MOST PREFERD HINDUSTAN UNILEVER PRODUCT

Table 4.10
Most preferred product
Frequency Percent

Food and beverages

19 19%

Homecare 32 32%

Personal care 34 34%

Skincare 15 15%

Total 100 100%

TABLE 4.10 shows out that 34% of the respondents prefer Personal care products, 32% of
respondents prefer Homecare products, 19% of the respondents prefer food and beverages, 15%
of the respondents prefer skincare products.

30
Most (34%) of the respondents most preferred HINDUSTAN UNILEVER products is
Personal care.

CHART NO: 10
MOST PREFERED HINDUSTAN UNILEVER PRODUCT

CHI-SQUARE ANALYSIS
A Chi – Square test is a statistical hypothesis test used in the analysis of contingency tables when
the sample sizes are large. This test is primarily used to examine whether two categorical
variables are independent in influencing the test statistics.

HYPOTHESIS
Ho: There is no significant association between the personal factors of the respondents and
Source of Awareness about Branded products.

31
 Source of awareness
Table 4.11
Personal factors Chi-square value Significant value S/NS
Gender 0.792 0.851 NS
Age 13.633 0.325 NS
Educational 11.807 0.461 NS
qualification
Occupational status 13.575 0.558 NS
Monthly income 22.293 0.100 NS

Based on the result, the null hypothesis is accepted. There is no significant association between
the personal factors of the respondents and source of awareness of HINDUSTAN UNILEVER
products.

HYPOTHESIS
Ho: There is no significant association between the personal factors of the respondents and the
preference of branded products rather than the Non-Branded products.

MONEY SPENT ON HINDUSTAN UNILEVER PRODUCTS

Table 4.12
Personal factors Chi-square value Significant value S/NS
Gender 1.030 0.905 NS
Age 35.569 0.003 S
Educational 26.693 0.045 S
qualification
Occupational status 42.278 0.003 S
Monthly income 44.917 0.001 S

32
Based on the result, the personal factors Age, Educational qualification, Annual Income and
Occupation status have a significant association with the Money spent on HINDUSTAN
UNILEVER products by the respondents. Hence null hypothesis is not accepted for the personal
factors Age, Annual income, Educational qualification and Occupation status. The null
hypothesis is accepted for the personal factorGender. Hence, there is no significant association
between the personal factors Gender of the respondents and the money spent on HINDUSTAN
UNILEVER products.

HYPOTHESIS
Ho: There is no significant association between the personal factors of the respondents and the
preference of branded products rather than the Non-Branded products.

FREQUENCY OF PURCHASE OF HINDUSTAN UNILEVER PRODUCTS

Table 4.13
Personal factors Chi-square value Significant value S/NS
Gender 10.605 0.014 S
Age 35.569 0.003 S
Educational 26.693 0.045 S
qualification
Occupational status 42.278 0.003 S
Monthly income 44.917 0.001 S

Based on the result, There is a significant association between the personal factors of the
respondents and the frequency of purchase of products.

HYPOTHESIS
Ho : There is no significant association between the personal factors of the respondents and the
overall experience in purchasing branded products.

33
 PERIOD OF PURCHASING
Table 4.14
Personal factors Chi-square value Significant value S/NS
Gender 10.605 0.014 S
Age 13.670 0.322 NS
Educational 12.500 0.406 NS
qualification
Occupational status 13.613 0.555 NS
Monthly income 15.542 0.413 NS

Based on the result, the personal factors Age, Educational qualification, Annual Income and
Occupation status have a significant association with the Period of purchasingHINDUSTAN
UNILEVER products by the respondents. Hence null hypothesis is not accepted for the personal
factors Age, Annual income, Educational qualification and Occupation status. The null
hypothesis is accepted for the personal factor Gender. Hence, there is no significant association
between the personal factors Gender of the respondents and the Period of purchasing
HINDUSTAN UNILEVER products.
HYPOTHESIS
Ho: There is no significant association between the personal factors of the respondents and the
overall experience in purchasing branded products

MOST PREFERED PRODUCT IN HINDUSTAN UNILEVER

Table 4.15
Personal factors Chi-square value Significant value S/NS
Gender 0.613 0.893 NS
Age 110834 0.459 NS
Educational 13.857 0.310 NS
qualification
Occupational status 14.527 0.486 NS
Monthly income 22.508 0.095 NS

34
Based on the result, There is no significant association between the personal factors of the
respondents and the Most preferred products in HINDUSTAN UNILEVER .

HYPOTHESIS

Ho: There is no significant association between the personal factors of the respondents and the
overall experience in purchasing branded products.

OVERALL SATISFACTION OF HINDUSTAN UNILEVER PRODUCTS

Table 4.16
Personal factors Chi-square value Significant value S/NS
Gender 2.811 0.590 NS
Age 5.886 0.989 NS
Educational 11.460 0.780 NS
qualification
Occupational status 17.597 0.614 NS
Monthly income 23.558 0.262 NS

Based on the result, There is no significant association between the personal factors of the
respondents and the Overall satisfaction of HINDUSTAN UNILEVER products.

35
 CHAPTER 5
FINDINGS, SUGGESTION AND CONCLUSION
5.1 FINDINGS
Simple percentage analysis
 Majority (51%) of the respondents are Female.
 Majority (49%) of the respondents belong to the age group of 21 - 30.
 Majority (65%) of the respondents belong to Under Graduate
 Majority (62%) of the respondents are Students
 Most (38%) of the respondents monthly income is below 15000
 Most (39%) of the respondents got awareness about the HINDUSTAN UNILEVER
products through Internet.
 Most (32%) of the respondents started purchasing the HINDUSTAN UNILEVER
products very recently.
 Most (39%) of the respondents are satisfied with HINDUSTAN UNILEVER products.
 Most (34%) of the respondents most preferred HINDUSTAN UNILEVER products is
Personal care.

Chi-square analysis
 There is no significant association between the personal factors of the respondents and
Source of Awareness about Branded products.
 There is no significant association between the personal factors Gender of the respondents
and the money spent on HINDUSTAN UNILEVER products.
 There is a significant association between the personal factors of the respondents and the
frequency of purchase of products.
 There is no significant association between the personal factors Gender of the respondents
and the Period of purchasing HINDUSTAN UNILEVER products.
 There is no significant association between the personal factors of the respondents and the
overall experience in purchasing branded products.
 There is no significant association between the personal factors of the respondents and the
overall experience in purchasing branded products.

36
5.2 SUGGESTION
✓ Increase in procurement of raw material
✓ Reduction in expenses related to Production, and Control Like, Administrative, selling Etc

✓ If firms have low current ratio it should increase its current ratio where it can meet its short
term obligation smoothly.
✓ If Liquidity ratio of the firm is not better it is suggested that the firm maintain proper liquid
funds like cash and bank balance.
✓ It should enhance its employee’s efficiency, more training needed to its employees in order to
increase its production capacity and minimize mistakes while performing the tasks, also more
safety precaution need to implement to the employees who directly working in production
process.
✓ If the firm has high inventory, the firm must reduce the stock by increase sales. ✓ If direct
material cost of the firm is very high it is feasible to decrease the direct material cost by
purchasing raw material from the other suppliers.
✓ The firms should have proper check on the manufacturing process of the plant.

5.3 Conclusion
The profit of the company is not in a good position for that company has to take alternative
actions, Hindustan Unilever s, analysis of financial statements refers to the treatment of
information contained in the financial statement in a way so as to afford a full diagnosis of the
profitability and financial position of the firm concerned. The process of analyzing financial
statements involves the rearranging, comparing and measuring the significance of financial and
operating data. Such a step helps to reveal the relative significance and effect of items of the data
in relation to the time period and/or between two organizations. Balance sheet is the main
document to access the financial sound ability of the concern. The asset details in the balance
sheet shall help the investor to decide the investment ideas. The ratio analysis is the necessary
tools to the investors to necessarily select and built an effective portfolio. The data helps the
investor in developing the strategy for effective investment management ness Economics &
Management Research 3 (2), 250-259, 2013

37
 BIBLIOGRAPHY
WEB SITE REFERENCE
https://www.hul.co.in/brands/
https://www.tofler.in/blog/top-10/list-of-products-of-hindustan-unilever-limited-hul/
https://www.netmeds.com/non-prescriptions/manufacturers/hindustan-unilever-ltd
https://www.indiamart.com/hul-vendingmachines/profile.html
https://indiancompanies.in/hindustan-unilever-limited/
https://www.slideshare.net/felin93/hul-finalpptx-1
https://www.indiainfoline.com/company/hindustan-unilever-ltd/summary/255
https://asia.nikkei.com/Companies/Hindustan-Unilever-Ltd
https://www.vedantfoodsolutions.com/hindustan-unilever-food-products/
https://varimanglobal.com/hul.html

BOOK REFERENCE

An insight into the Governance Disclosures of Hindustan Unilever Limited

Author(s)Sukhmani Gandhi
Publication year2019
Publication titleInternational Journal Of Management Studies
Resource typeJournals

An insight into the Governance Disclosures of Hindustan Unilever Limited

Author(s)Sukhmani Gandhi
Publication year2019
Publication title International Journal Of Management Studies
Resource type Journals

The Business Strategy followed by Hindustan Unilever Limited

Author(s) Lagan Mahipal , Shivam Gupta , Sunishtha Dhaka , Somya Choubey
Publication year2021
Publication title Research Hub
Resource type Journals

38
A Case Study on Corporate Social Responsibility Initiatives with Special Reference

to Hindustan Unilever Limited

Author(s) Thara S. Shetty , B. S. Shreenidhi
Publication year2018
Publication title Anveshana...Search For Knowledge
Resource type Journals

THE RISE OF HOPS IN HINDUSTAN

Author(s) Karthik Chittibomma
Publication year2022
Publication title Indian Scientific Journal Of Research In Engineering And Management
Resource type Journals

39
 ANNUXURE
QUESTIONNAIRE
Consumer satisfaction of Hindustan Unilever products

1. Name

2. Gender

o Male
o Female
3. Age group
o Below 20 years
o 21-30 years
o 31- 40years
o 41 – 50 years
o Above 50 years
4. Education qualification
o No formal education
o School level
o Diploma
o Under graduate
o Post graduate
o Others
5. Occupational status
o Government employee
o Private employee
o Student
o Professional
o Self employed
6. Monthly income
o Below 15000
o 15001 to 30000

40
 o 30001 to 40000
o Above 50000

7. Do you prefer using HU( full ah potuko) products ?

o Yes
o No
o Sometimes

8. Rate your level of awareness on HU Products/ How often do you buy HU Products?

Very High High Neutral/often Least Very least

aware Aware/sometimes aware/rarely aware/never
/always

Dove

Sunsilk

Lifebuoy

Rexona

Closeup

Knorr

Pepsodent

Axe

Comfort

41
 9. Rank the factors influence you to buy HU Products/ why do you prefer HU Products
rather than others?

Factors Ranking

Brand image

Attractive advertisement

Quality

Price

Offers & discounts

Free Samples

10. Source of awareness about HU Products

a. Newspaper
b. Magazine
c. Internet
d. Friends & Relatives
e. Advertisement
f. Others

11. Which HU Products do you prefer the most

a. Dove
b. Sunsilk
c. Rexona
d. Lifebuoy
e. Knorr
f. Closeup
g. Pepsodent

42
h. Comfort
i. Axe

12. Rate the problems faced during the use of HU Products

Strongly Agree Neutral Disagree Strongly

agree disagree

Misleading prices or
advertising

Poor quality or incomplete

work

Faulty and unsafe products

Products out of stock

Delivery issues

13. How much do you spend on HU Products every month

a. Below 2000
b. 2000-3000
c. 3000-4000
d. 4000-5000
e. Above 5000

14. Do you refer HU Products to others

a. Yes
b. No
c. May be

43
 15. Rate your overall satisfaction of HU Products

a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied

44