A project report on

A COMPREHENSIVE STUDY ON THE MARKETING

STRATEGIES OF HINDUSTAN UNILEVER LIMITED
SUBMITTED TO
KHALLIKOTE UNITARY UNIVERSITY FOR THE PARTIAL FULFILLMENT OF
THE BACHELOR DEGREE OF COMMERCE

Submitted by

SUBHASISH NAYAK
Examination Roll No.– UG2103COM347
Registration No.– BC21-274

Under the guidance of

MAHESH KUMAR MISHRA
Lecturer in Commerce

DEPARTMENT OF COMMERCE
KHALLIKOTE UNITARY UNIVERSITY,
BERHAMPUR -760001
2021-24
 DECLARATION

I, Subhasish Nayak hereby declare that the project entitled “A Comprehensive

Study on the Marketing Strategies of Hindustan Unilever Limited” has been

submitted by me to the Khallikote Unitary University in partial fulfillment of

the requirement for the bachelor degree of Commerce, is of my own and it

has not been submitted earlier to any other institution including the

University or published any time before.

Place: Berhampur
SUBHASISH NAYAK

Date: 23rd March 2024

Roll No.– UG2103COM347
Regd. No.- BC21-274

Khallikote Unitary University,

Berhampur
 CERTIFICATE

This is to certify that the project entitled “A Comprehensive Study on the

Marketing Strategies of Hindustan Unilever Limited” has been carried out by
Subhasish Nayak, Examination Roll No. UG2103COM347 under my guidance. The
work is original and no part of this work has been submitted for any other degree
elsewhere. In my judgments the work is adequate and merits consideration for the
award of Bachelor degree of Commerce.

Place: Berhampur MAHESH KUMAR MISHRA

Date: 23rd March 2024 Department of Commerce

Khallikote Unitary University
 ACKNOWLEDGEMENT

I extend my heartfelt thanks deepest sense of gratitude and profound

indebtedness to my esteemed guide Mr. Mahesh Kumar Mishra, Department of
Commerce, Khallikote Unitary University, who has given his consent to undertake
this project work and provide constant source of inspiration and valuable
suggestion in materialization of this project.

I would like to thank all faculty members of the commerce department for
their valuable encouragements and moral support for doing research. I like to thank
my parents and friends who helped me directly and indirectly to complete my
research work.

SUBHASISH NAYAK
 ABSTRACT

This study presents a comprehensive examination of the marketing strategies employed by

Hindustan Unilever Limited (HUL), one of India's leading fast-moving consumer goods (FMCG)
companies. The study explores the multifaceted approaches utilized by HUL to establish and
maintain its market presence, navigate competitive landscapes, and address evolving consumer
preferences. Through an extensive analysis of primary and secondary data, including company
reports, academic literature, and industry publications, this research sheds light on the key
elements of HUL's marketing strategies across various product categories and market segments.

The study delves into HUL's strategic initiatives in branding, product development, distribution
channels, pricing strategies, and promotional activities. Furthermore, it investigates the company's
adaptation to dynamic market conditions, including technological advancements, regulatory
changes, and socio-economic shifts. By examining case studies and empirical evidence, this study
offers insights into the effectiveness and challenges of HUL's marketing strategies in achieving
business objectives and sustaining competitive advantage.

Additionally, the study discusses the significance of corporate social responsibility (CSR)
initiatives in enhancing HUL's brand equity and consumer trust. Through a systematic analysis,
this dissertation contributes to the existing body of knowledge on marketing strategies in the
FMCG sector, with specific reference to HUL's practices. The findings of this study have
implications for practitioners, policymakers, and scholars interested in understanding the
intricacies of marketing strategies in emerging markets, as well as the broader dynamics of
corporate strategy and competitive advantage in the FMCG industry.
 INTRODUCTION

Marketing is used by organizations in various ways. More than just advertising, marketing is the
procedure that answers the questions of what the needs, wants, fears, and desires of one's target
consumers are. Marketing involves various processes which include research of a targeted
consumer base and a product or service, initiation and development of a product or service,
distribution, promotion, advertising, sales, and customer follow up that is conducted ethically by
doing the right thing.

FMCG means fast moving consumer goods which are frequently purchased essential or non-
essential goods such as food, drinks, toiletries, and soft drinks and pampers. They are products that
have a quick turnover and relatively low cost. Fast moving consumer goods are also known as
Consumer-Packaged Goods (CPG). Some of the prominent players in the FMCG sector in India
include – Hindustan Unilever Ltd., ITC, Nestlé India, Gujarat Cooperative Milk Marketing
Federation (Amul), Procter & Gamble (P&G), Britannia Industries, etc.

Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch company Unilever. Both
Unilever and HUL have established themselves well in the FMCG category. With over 35 brands
spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes,
deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, 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, Fair & Lovely, Pond's, Vaseline,
Lakme, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan,
Kwality Wall's and Pureit.

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with
a heritage of over 80 years in India and touches the lives of two out of three Indians. It was formed
in 1933 as Lever Brothers India Limited. HUL is the market leader in Indian products such as tea,
soaps, detergents, as its products have become daily household name in India.

The company was renamed in late June 2007 as "Hindustan Unilever Limited".

This study embarks on a journey to conduct a comprehensive study of the marketing strategies
employed by HUL. By delving into the intricate workings of HUL's marketing machinery, this
research aims to unravel the strategic initiatives, tactics, and approaches that underpin the
company's market leadership and brand equity. Through a meticulous examination of primary and
secondary data sources, including company reports, academic literature, and industry analyses,
this study seeks to provide valuable insights into the nuances of HUL's marketing strategies across
diverse product categories and consumer segments.

The significance of this study lies in its potential to contribute to both academic scholarship and
practical insights for marketers, managers, policymakers, and industry stakeholders. By shedding
light on HUL's marketing strategies, this research aims to offer a deeper understanding of the
strategies that have propelled HUL's growth and sustained its competitive edge in the Indian
FMCG market.

The structure of this study encompasses a systematic analysis of HUL's marketing strategies,
beginning with an overview of the company's background and market positioning, followed by an
exploration of key elements such as branding, product development, distribution channels, pricing
strategies, and promotional activities. Furthermore, this study aims to examine the implications of
external influences such as environmental sustainability, digitalization, and corporate social
responsibility on HUL's marketing strategies.
 OBJECTIVES

PRIMARY OBJECTIVE
The Primary objective of this project is to find, what are the steps Hindustan Unilever Ltd. is
adapting to be market leader and to differentiate itself from its competitors. What are the steps
the company is utilizing to find current trends in the market. Most products from HUL belong to
the category of convenience products. They are frequently used and bought by the customers.
There is large number of players in the market, who are supplying similar products to the
customers. In essence, this study tries to assess what HUL does to differentiate its products from
those of its competitors. This study tries to assess the various strategies employed by HUL to
promote its products and the impact they’ve had on sales data over the years.

OTHER OBJECTIVES
• SWOT Analysis: SWOT analysis is a strategic planning technique used to help a
person or organization identify the Strengths, Weaknesses, Opportunities, and Threats
related to business competition or project planning. It is intended to specify the objectives
of the business venture or project and identify the internal and external factors that are
favorable and unfavorable to achieving those objectives. Users of a SWOT analysis often
ask and answer questions to generate meaningful information for each category to make
the tool useful and identify their competitive advantage. Strengths and Weakness are
frequently internally- related, while Opportunities and Threats commonly focus on
environmental placement.
• Competitive Analysis: Competitive analysis is an assessment of the strengths and
weaknesses of current and potential competitors. This analysis provides both an offensive
and defensive strategic context to identify opportunities and threats. Profiling combines
all of the relevant sources of competitor analysis into one framework in the support of
efficient and effective strategy formulation, implementation, monitoring and adjustment.
Competitive analysis is an essential component of corporate strategy.
 RESEARCH METHODOLOGY

TYPES OF RESEARCH:
Research can be classified in many different types on the basis of the methodology of research,
the knowledge it creates, the user group, the research problem it investigates etc.

BASIC RESEARCH
This research is conducted largely for the enhancement of knowledge, and is a type of research
which does not have immediate commercial potential. It’s a type of research done for human
welfare, animal welfare and plant kingdom welfare. It is called basic, pure, fundamental
research. The main motivation here is to expand man's knowledge, not to create or invent
something. According to Travers, "Basic Research is designed to add to an organized body of
scientific knowledge and does not necessarily produce results of immediate practical value."
Such research is time and cost intensive. (Example: Experimental research that may not be or
will be helpful in the human progress.)

APPLIED RESEARCH
Applied research is designed to solve practical problems of the modern world, rather than to
acquire knowledge for knowledge's sake. The goal of applied research is to improve the human
condition. It focuses on analysis and solving social and real-life problems. This research is
generally conducted on a large-scale basis and is expensive. As such, it is often conducted with
the support of some financing agency like the national government, public corporation, World
Bank, UNICEF, UGC, Etc. According to Hunt, "applied research is an investigation for ways of
using scientific knowledge to solve practical problems" for example: improve agriculture crop
production, treat or cure a specific disease, improve the energy efficiency of homes, offices, how
can communication among workers in large companies be improved? Applied research can be
further classified as problem oriented and problem-solving research.

PROBLEM ORIENTED RESEARCH

Research is done by industry apex body for sorting out problems faced by all the companies.
E.g.: - WTO does problem-oriented research for developing countries, in India agriculture and
processed food export development authority (APEDA) conduct regular research for the benefit
of agro-industry.
 • As the name indicates, Problem identifying researches are undertaken to know the exact
nature of problem that is required to be solved.
• Here, one clarification is needed when we use the term "Problem", it is not a problem in
true sense. It is usually a decision-making dilemma or it is a need to tackle a particular
business situation.
• It could be a difficulty or an opportunity.
For e.g.: - Revenue of Mobile company has decreased by 25% in the last year. The cause of
the problem can be any one of the following:
▪ Poor quality of the product.
▪ Lack of continuous availability.
▪ Not so effective advertising campaign.
▪ High price.
▪ Poor caliber/lack of motivation in sales people/marketing team.
▪ Tough competition from imported brands.
▪ Depressed economic conditions
• In the same case, suppose the prime cause of problem is poor advertising campaign &
secondary cause is higher pricing. To tackle the problem of poor advertising, we have to
answer questions like, what can be the new advertising campaign, who can be the brand
ambassador, which media, which channel, at what time & during which programme
advertisements will be broadcast.

PROBLEM SOLVING
This type of research is done by an individual company for the problem faced by it. Marketing
research and market research are the applied research. For e.g.: - Videocon international
conducts research to study customer satisfaction level, it will be problem solving research. In
short, the main aim of problem-solving research is to discover some solution for some pressing
practical problem.

QUANTITATIVE RESEARCH
This research is based on numeric figures or numbers. Quantitative research aims to measure the
quantity or amount and compares it with past records and tries to project for future period. In
social sciences, "quantitative research refers to the systematic empirical investigation of
quantitative properties and phenomena and their relationships". The objective of quantitative
research is to develop and employ mathematical models, theories or hypothesis pertaining to
phenomena.
The process of measurement is central to quantitative research because it provides fundamental
connection between empirical observation and mathematical expression of quantitative
relationships. Statistics is the most widely used branch of mathematics in quantitative research.
Statistical methods are used extensively with in fields such as economics and commerce.
QUALITATIVE RESEARCH
Qualitative research presents non-quantitative type of analysis. Qualitative research is collecting,
analyzing and interpreting data by observing what people do and speak. Qualitative research
refers to the meanings, definitions, characteristics, symbols, metaphors, and description of
things. Qualitative research is much more subjective and uses very different methods of
collecting information, mainly individual, in-depth interviews and focus groups.

The following study employees the use of both Qualitative and Quantitative Research in its
analysis.

RESEARCH DESIGN:
For this research project exploratory method is used. In exploratory method new things are found
out from the given topic.

DATA COLLECTION METHOD:

The data to be collected for the research can be classified as Primary data and Secondary data.

PRIMARY DATA: The data collected for first time is known as primary data.
SECONDARY DATA: The data which has been already collected by someone is known as
secondary data. It is collected from internet, books, etc.

The method of data collection employed in this study is Secondary Data.

 COMPANY PROFILE

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer goods company,
touching the lives of two out of three Indians with over 20 distinct categories in House &
Personal Care Product and Food & Beverages. They are manufactured over 53 factories across
India. The operations involve over 3700 suppliers and associates. HUL's distribution network
comprising about 6800 redistributions stockiest, covering 8.4 million retail outlets reaching the
entire urban population and about 390 million rural consumers. The Company has about 21,000
employees and reported net sales of INR 58154 crores (Financial Year 2022-23). Unilever has a
61.9% shareholding in HUL.
HUL's success is deeply rooted in its commitment to innovation, quality, and sustainability. The
company continuously invests in research and development to introduce innovative products that
address evolving consumer demands and preferences. HUL's stringent quality control measures
ensure that its products meet the highest standards of safety and efficacy, thereby fostering
consumer trust and loyalty.
In addition to its focus on product innovation, HUL places a strong emphasis on sustainability
and social responsibility. The company actively engages in initiatives aimed at environmental
conservation, water stewardship, and community development, aligning its business objectives
with broader societal goals.
HUL's distribution network is another key aspect of its success, characterized by its extensive
reach across urban and rural areas. Leveraging a robust distribution infrastructure, including a
vast network of distributors, wholesalers, retailers, and e-commerce channels, HUL ensures the
widespread availability of its products, thereby enhancing consumer accessibility and
convenience.
Furthermore, HUL's marketing prowess is evident in its strategic branding, advertising, and
promotional campaigns. The company adopts a multi-faceted approach to marketing, leveraging
traditional media, digital platforms, and experiential marketing initiatives to connect with
consumers and build brand resonance. As the company continues to evolve and adapt to
changing market dynamics, it remains dedicated to its mission of "making sustainable living
commonplace" while delivering value to consumers, shareholders, and society at large.

CORPORATE LEADERSHIP
Board of Directors
• Nitin Pranajpe – Non-Executive Chairman
• Rohit Jawa – Chief Executive Officer and Managing Director
• Ritesh Tiwari - Executive Director, Finance & IT and Chief Financial Officer
• Dev Bajpai - Executive Director, Legal & Corporate Affairs and Company Secretary
• O. P. Bhatt - Independent Director
• Sanjiv Misra - Independent Director
• Kalpana Morparia - Independent Director
• Leo Puri - Independent Director
• Ashu Suyash - Independent Director
• Ranjay Gulati - Independent Director
• Neelam Dhawan - Independent Director
• Tarun Bajaj - Independent Director

Management Committee
• Rohit Jawa – Chief Executive Officer and Managing Director
• Ritesh Tiwari - Executive Director, Finance & IT and Chief Financial Officer
• Dev Bajpai - Executive Director, Legal & Corporate Affairs and Company Secretary
• Anuradha Razdan - Executive Director, Human Resources
• Srinandan Sundaram - Executive Director, Foods & Refreshment
• Vibhav R Sanzgiri - Executive Director, R&D
• Kedar Lele - Executive Director, Customer Development
• Madhusudhan Rao - Executive Director, Beauty & Personal Care
• Deepak Subramanian - Executive Director, Home Care
• Yogesh Kumar Mishra - Executive Director, Supply Chain
• Arun Neelakantan - Chief Digital Officer
 CORPORATE HISTORY

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 HUL in November 1956; HUL offered 10% of its equity
to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds
67.25% equity in the company. The rest of the shareholding is distributed among about three
lakh individual shareholders and financial institutions.
The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had
launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed.
Brooke Bond joined the Unilever fold in 1984 through an international 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.
The liberalization of the Indian economy, started in 1991, clearly marked an inflexion in HUL's
and the Group's growth curve. Removal of the regulatory framework allowed the company to
explore every single product and opportunity segment, without any 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 HUL, effective from April 1, 1993.
In 1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture,
Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate
products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL
and divested its 50% stake in the joint venture to the company.
HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994,
Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has
also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the
largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures
HUL's products like Soaps, Detergents and Personal Products both for the domestic market and
exports to India.
The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and
Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with
significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB
Group and the Dollops Ice-cream business from Cadbury India.
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 HUL, with effect from January 1, 1996. The internal restructuring
culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies
had significant overlaps in Personal Products, Speciality 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 HUL, thereby beginning the divestment of government equity in public sector
undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of
the company's wheat business. In 2002, HUL acquired the government's remaining stake in
Modern Foods.
In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat business of the Amalgam
Group of Companies, a leader in value added Marine Products exports.
HUL launched a slew of new business initiatives in the early part of 2000's. Project Shakti was
started in 2001. It is a rural initiative that targets small villages populated by less than 5000
individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits
business. Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000 villages
across 15 states and reaching to over 3 million homes.
In 2002, HUL made its foray into Ayurvedic health & beauty centre category with the Ayush
product range and Ayush Therapy Centres. 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.2000 crore sales milestone in 2008.
On 17th October 2008, HUL completed 75 years of corporate existence in India. In January
2010, the HUL head office shifted from the Landmark Lever House, at Backbay Reclamation,
Mumbai to the new Unilever House at B.D. Sawant Marg, Andheri (E), Mumbai.
On 15th November, 2010, the Unilever Sustainable Living Plan was officially launched in India
at New Delhi.
In March, 2012 HUL'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
In December 2018, HUL announced its acquisition of GlaxoSmithKline India's consumer
business for US$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 HUL stated there was no clause for
retention of employees in the deal. In April 2020, HUL completed its merger with
GlaxoSmithKline Consumer Healthcare (GSKCH India) after completing all legal procedures. In
December 2022, HUL's market cap was Rs. 638548.42 crore.
HUL completed 90 years of corporate existence in India on October 17th, 2023.
 BUSINESS OVERVIEW

BEAUTY AND PERSONAL CARE

In the Beauty & Personal Care (BPC) division, Hindustan Unilever has a wide-spread portfolio
of more than 900 Stock Keeping Units (SKUs) spread across one or more of the categories with
many products tailored for the 14 consumer clusters that Hindustan Unilever has identified in
India. Hindustan Unilever is ensuring that each product portfolio straddles the pricebenefit
pyramid so that the brands are accessible and aspirational across the length and breadth of the
country. The penetration and consumption of the categories in which the company operate, have
a healthy headroom to grow, indicating the long-term potential in the BPC market.

The BPC category being discretionary in nature is more affected on account of the challenging
macro-economic environment and weather disruptions. Within the category, Personal Products
have delivered good growth this year. Hindustan Unilever is working on its Skin Cleansing
portfolio to strengthen the competitiveness by taking decisive interventions in the areas of
product, proposition, pricing and communication. The company's Skin Cleansing brands
command a strong consumer salience and Hindustan Unilever is confident that its ongoing and
planned interventions will spur growth in this segment.
HUL is India’s largest Beauty and Personal Care business. In FY-2022-23, Beauty and Personal
Care represented 37% of HUL’s overall revenues and 44% of earnings before interests and taxes.
Their portfolio consists of many iconic brands including-
• Axe • Aviance • Clinic Plus
• Acne Squad • Citra • Elle 18
• Dove • Breeze (soap) • Hamam
• Lifebuoy • Clear • Indulekha
• Love Beauty and Planet • Close Up • Liril
• Lux • Fair & Lovely • Lever Ayush
• Pepsodent • Find Your Happy Place • Novology
• Pond’s • Lakmé • OZiva
• Sunsilk • Pears • Rexona
• Sure • TIGI • Pure derm
• TRESemmé • TONI&GUY
• Vaseline • Brylcreem

HOME CARE

The company's Home Care business sustained its robust volume-driven and profitable growth
during the year in both Fabric Solutions and Home and Hygiene. The consistency and resilience
of its performance in Home Care, in what has been a challenging market, reflects the discipline
and rigour with which Hindustan Unilever is managing its business and executing its strategy
The premiumisation opportunity in its core categories remains extremely strong in the country.
Hindustan Unilever is well-placed to lead this trend with a strong portfolio of brands including
Surf excel, Rin, Comfort and Vim liquid. On the back of continuing premiumisation with Surf
excel and Rin, its Fabric Solutions business has delivered a strong performance this year.
Hindustan Unilever is driving access to its premium brands with introduction of low unit price
packs. In line with this strategy, the company launched Love & Care, a premium expert care
solution tailor made for special fabrics like fine cottons, silk and woollens. In the Life Essentials
segment, as well, Hindustan Unilever has sharpened the focus on premium portfolio in line with
the evolving needs of consumers. Pureit continues its thrust on winning consumers through value
added innovations and channel differentiating products. This year, the company launched Pureit
Copper+, an innovation inspired by the age-old tradition of storing water in Copper vessels,
which adds goodness of copper to RO purified water.
At the heart of HUL’s Home Care growth strategy is a commitment to meet the consumers’
needs with superior products. Through a relentless focus on science, technology, and innovation,
HUL is driving consistent and competitive growth by delivering exceptional consumer
experiences.
With rising affluence, changing demographics & urbanisation, there is a growing need for more
convenient ways to do household chores. Through HUL’s market development efforts, the
company has been able to partner consumers in this upgradation journey. For instance, in Fabric
Care HUL has very successfully upgraded consumers from mass detergent bars & powders to the
premium ones and from premium machine wash powders to liquid detergents and the company
recently launched Surf excel smart shots highlighting the fun & convenience of doing laundry
the smart way. Further, HUL is widening consumers’ repertoire by getting them into adjacencies
such as Fabric Conditioners with the brand Comfort. Premiumisation remains core part of HUL’s
growth strategy as it continues to invest in creating categories of the future.
HUL’s brands are at the forefront of making consumers’ homes cleaner and safer through strong
innovation capabilities & superior product offerings which are sustainable. In FY 2022-23,
Home Care represents 36% of HUL’s revenues and 31% of earnings before interests and taxes.
HUL is a business of leading Fabric and Household Care brands such as-
• Cif
• Comfort
• Active Wheel
• Domex
• Rin
• Surf excel
• Vim
• Sunlight
• Love & Care
FOODS AND REFRESHMENT

The Foods & Refreshment division delivered yet another year of healthy competitive and
profitable growth across categories. The business displayed resilience in the wake of macro-
economic headwinds and continued its growth momentum driven by the strategy built on the
following four pillars.

The company continue to focus on strengthening the core portfolio through improved innovation,
increased penetration and its Winning in Many Indias (WiMi) strategy. In Foods category, the
core portfolio of Jams and Ketchup delivered good growth this year. Kissan Ketchup continued
its focus on sharper activations basis its differentiated consumer insights and further cemented its
market leadership in the segment. The company's deep understanding of consumers and cluster-
wise patterns help it to customise its portfolio offering to different consumer tastes and
preferences. Kissan range of international sauces which was launched last year saw good traction
in the market and is now available nationally. This year also marked the launch of globally loved
brand, Hellmann’s Mayonnaise, in Kolkata. In Tea, all its brands continued to focus on serving
consumers with superior products at the right price. New advertisements across the brands
continued to strengthen their franchise. Taaza continued to upgrade consumers along the quality
pyramid by offering superior value at low price points. Fundamental consumer understanding in
rural, right price points and targeted communication have been instrumental in the strong growth
curve seen by Taaza. The company launched a new communication on Taj Mahal tea to bring
alive the brand’s purpose of promoting Indian classical music. In Coffee, the company
introduced an improved instant coffee product by leveraging state-of-the-art roasting and
extraction.

HUL keeps its brands contemporary through a combination of purposeful communications,

superior products, and impactful innovations. For instance, leveraging the ‘Winning in Many
Indias’ strategy, the company continues to craft unique tea blends to meet the tastes and
preferences of the consumer base. HUL’s purposeful communications helps it drive relevance of
its brands with consumers.

Our ambition is to win competitively in the marketplace while ‘Winning Smiles’ and being a
‘Force for Good’. In FY-2022-23, Foods and Refreshment represented 25% of HUL’s revenues
and 21% of its earnings before interests and taxes HUL is one of India’s largest Foods and
Refreshment businesses with brands such as-

• Boost • Horlicks Protein+

• Cornetto • Junior Horlicks
• Horlicks • Knorr
• Horlicks Cardia+ • Lipton
• Horlicks Growth+ • Magnum
• Horlicks Lite
• Mother's Horlicks • Brooke Bond Red Label
• Women's Horlicks • Brooke Bond Taaza
• Bru • Brooke Bond Taj Mahal
• Annapurna • Kissan
• Brooke Bond 3 Roses • Kwality Wall’s
 MARKETING STRATEGIES

Marketing Strategy of HUL (Hindustan Unilever) analyzes the brand with the marketing mix
framework which covers the 4Ps (Product, Price, Place, Promotion). These business strategies,
based on HUL (Hindustan Unilever) marketing mix, help the brand succeed in the market. Let us
start the HUL (Hindustan Unilever) Marketing Strategy & Mix to understand its product, pricing,
advertising & distribution strategies:

MARKETING MIX

A marketing mix is a strategy for getting a company’s products and services in front of consumers at
the right time. The 4Ps (Product, Price, Place, and Promotion) are the foundations of this concept. It
serves as the conceptual backbone of a marketing strategy.

HUL is having powerful brand equity, it possesses over 21000 employees with a direct reach to 9
million retail outlets. The products and services which are necessary for middle-class Indian
households are produced and distributed consequently.

So, let’s have a look at the HUL marketing mix model by looking at the parameters of Product, Price,
Place, and Promotion in the following paragraphs.
Hindustan Unilever Limited Product Strategy
Hindustan Unilever Limited (HUL) is one of India’s largest Fast Moving Consumer Goods
(FMCG) companies, with a diverse product portfolio encompassing various segments.
The Product Mix of HUL in 2023 is as follows. -

1. Home Care: Laundry detergents: Surf Excel, Rin, Wheel; Household cleaners: Domex,
Cif; Dishwashing: Vim
2. Beauty & Personal Care: Skin cleansing: Lux, Lifebuoy, Dove, Pears, Lever Ayush;
Skincare: Pond’s, Vaseline, Lakmé; Hair care: Clinic Plus, Dove, Sunsilk, TRESemmé,
Indulekha; Oral care: Pepsodent, Closeup; Deodorants: Axe, Rexona; Men’s grooming:
Fair & Lovely Men (now Glow & Handsome), Vaseline Men
3. Foods & Refreshments: Tea: Brooke Bond Red Label, Taj Mahal, Lipton; Coffee:
Bru; Ice cream and frozen desserts: Kwality Wall’s; Foods: Kissan (Jams, ketchup,
squashes), Knorr (Soups, meal makers), Hellmann’s (Mayonnaise); Water purifier: Pureit
4. Health & Well-being: Health food drinks: Horlicks, Boost

Hindustan Unilever Limited Pricing Strategy

Hindustan Unilever Limited (HUL) employs a nuanced and multi-faceted pricing strategy that
reflects its market leadership position in India’s Fast-Moving Consumer Goods (FMCG) sector.
The company’s pricing strategy is designed to cater to a diverse and price-sensitive target
market, ensuring competitiveness, accessibility, and value creation for consumers across various
segments. Here are the critical components of HUL’s pricing strategy:

1. Market Penetration Pricing: HUL often adopts penetration pricing for new product
launches to gain market share quickly. This involves setting lower prices to attract
consumers, making it an effective tactic in the highly competitive FMCG sector.
2. Value-Based Pricing: HUL focuses on offering value to its customers through high-
quality products. Prices are set based on the perceived value of the product by the
consumer rather than solely on production costs, ensuring premium products can
command higher price points.
3. Product Line Pricing: The company employs product line pricing to offer various
products at different price points within the same category. This strategy caters to the
varied economic backgrounds of Indian consumers, allowing HUL to capture a broader
market base.
4. Psychological Pricing: HUL uses psychological pricing tactics to make products more
attractive. For instance, pricing products just below a whole number (e.g., Rs. 99 instead
of Rs. 100) can make them appear more affordable.
5. Competitive Pricing: Given the intense competition in the FMCG market, HUL often
sets prices compared to competitors. The company ensures its products are competitively
priced to retain market share while ensuring profitability.
6. Dynamic Pricing: HUL adapts its pricing strategy based on market conditions, costs,
consumer demand, and competitor actions. This flexibility allows the company to respond
quickly to market changes.
 7. Promotional Pricing: The company also uses promotional pricing strategies, including
discounts, offers, and bundled pricing, to boost sales volumes, especially during festivals,
seasonal peaks, and new launches.
8. Premium Pricing for Niche Segments: For products that cater to niche markets or
offer unique benefits (such as organic ingredients or advanced technology), HUL
employs premium pricing to reflect the higher value proposition to targeted consumer
segments.
9. Cost-Plus Pricing: In some cases, especially for staple products with high volume
turnover, HUL uses a cost-plus pricing method, ensuring a standard markup on the cost of
goods sold to maintain profitability.
10. Skimming Strategy for Innovations: HUL sometimes uses a price skimming strategy
for highly innovative or first-to-market products, setting initial high prices to recover
R&D costs before adjusting to more competitive pricing levels.

Hindustan Unilever Limited Place Strategy

Hindustan Unilever Limited (HUL) employs a comprehensive place (distribution) strategy to

ensure its vast array of products reaches consumers across India’s diverse and expansive market.
Here are five critical aspects of HUL Unilever’s product place strategy:

1. Extensive Distribution Network: HUL has one of the most extensive distribution
networks among FMCG companies in India, reaching urban and rural consumers alike.
This network includes distributors and sub-stockists, ensuring product availability even in
the most remote locations.
2. Leveraging Technology for Efficiency: The company leverages advanced
technology and data analytics to optimize its supply chain and distribution processes. This
approach helps forecast, manage, and reduce, ensuring delivery of products.
3. Multi-Channel Distribution Approach: HUL utilizes a multi-channel distribution
strategy that includes traditional trade channels, modern trade outlets (like supermarkets
and hypermarkets), and direct-to-consumer (D2C) channels through e-
commerce platforms. This diversified approach allows HUL to cater to the preferences of
different consumer segments.
4. Rural Market Penetration: Recognizing the growth potential in rural markets, HUL
has implemented specific initiatives (like Project Shakti) to deepen its penetration in these
areas. This involves empowering rural women by involving them in the distribution
process, thereby creating a symbiotic growth model.
5. Sustainability in Supply Chain: HUL is committed to sustainability throughout its
supply chain, from sourcing raw materials to the final distribution of products. The
company focuses on reducing carbon footprint, water usage, and waste generation,
ensuring an eco-friendly distribution process.
Hindustan Unilever Limited Promotion Strategy

The promotion strategy in the marketing and consumer goods business mix of Hindustan
Unilever focuses on extensive brand promotions through effective marketing of the company’s
products. Unilever’s promotional channels include:

1. Traditional Media: Unilever’s mix and promotional marketing strategies put the onus
on using traditional media to advertise its products. These include making
popular commercials and displaying them through TV, radio, newspaper ads, magazines,
hoardings, and leaflets so that they can reach every nook and corner of the country.
2. Social Media Platforms: HUL realizes that social media platforms are the best
promotion channels in the urban market, and the innovative company has created an
inclusive online presence as part of Unilever’s promotion marketing strategy.
3. Promotional Events: The consumer goods company has implemented an innovative
marketing strategy for brand promotions. It keeps on organizing promotional events
where essential products like toilet cleaners, soaps, and sanitizers are distributed free of
cost to people of low-income groups.
4. Celebrity Endorsements: HUL has tied up with celebrities like Kajol Devgn, Varun
Dhawan, and Shahrukh Khan in the consumer goods industry to create
brand awareness in the consumer market.
5. Sustainable Development: Hindustan Unilever’s marketing mix is framed to
encourage the practice of sustainable living and create a positive social impact in every
nook and corner of India, be it urban or rural India, through the Sustainable Living Plan,
which was launched by HUL in 2010 in New Delhi, New York, Rotterdam, and London
simultaneously.

ADVERTISING
Advertising helps inform people about the benefits of a company’s products and innovations. It
is also a way for a company to engage with consumers on issues that matter to them.
HUL has four clearly defined principles that guides its communications with consumers:
• HUL is committed to building trust through responsible practices and through transparent
communication – both directly to consumers and indirectly through other key
stakeholders and thought-leaders.
• It is the company’s responsibility to ensure that its products are safe and that it provides
clear information on their use and any risks that are associated with their use.
• HUL fully supports a consumer's right to know what is in its products and will be
transparent in terms of ingredients, nutrition values and the health and beauty properties
of its products.
• HUL uses a combination of channels, which includes product labels, websites, careline
phone numbers and/or consumer leaflets to communicate openly with consumers.
Responsible marketing and advertising
HUL is committed to responsible marketing and advertising. As a leading consumer goods
company, HUL promotes the benefits of its products accurately using many different channels of
brand communication.
Marketing and advertising can be a powerful force for behaviour change. They help inform
people about the benefits of products and innovations. To maintain integrity in its marketing,
HUL is committed to avoiding any exaggeration in claims regarding the environmental and
social impacts of our products. HUL believes in providing accurate, balanced and factual
information about its products/ services to its customers to ensure transparency and informed
decision-making.
Additionally, HUL upholds the principles of fair competition and does not engage in spreading
disinformation about competitors’ work/ products. By adhering to these principles, HUL strives
to create an environment of trust and reliability for customers, fostering informed choices and
responsible consumption.
It is also a way for the company to engage with consumers on issues that matter to them.For
example:
• Dove's Campaign for Real Beauty challenges current stereotypes about beauty.
• Surf excel 'Dirt is good' campaign promotes getting dirty as a natural and positive part of
growing up for children.
• Comfort One Rinse’s campaign explains to consumers that they only need one bucket of
water for rinsing their clothes rather than three, helping them to save water.
At the same time, HUL recognises the influence of marketing and advertising on consumers and
takes its responsibilities seriously. HUL applies the Advertising Standards Council (ASCI) code
and other regulatory guidelines on advertising as the basis for all its communications.
To ensure the implementation of responsible marketing standards, HUL has established various
measures within the organisation. HUL employees undergo regular training sessions on
responsible marketing and advertising practices. Additionally, the company has implemented a
strong internal controls framework that focusses on various areas, including responsible
marketing.
To effectively exercise these controls, HUL has established company-wide forums. These are
designed to align with local market standards and serve three key purposes to meet the local
market standards from three angles, viz. compliance to statutory mandates; adhere to marketing
principles laid down by ASCI and comply with Unilever internal policies on marketing.
International self-regulatory codes
HUL supports the development of international self-regulatory codes for all marketing and
advertising and applies them across its business.
Working through industry trade bodies, such as the World Federation of Advertisers and the
International Chamber of Commerce, HUL has supported the development of general principles
in this area and their integration into advertising and marketing self-regulatory codes and
systems around the world.

Marketing Foods and Beverages

HUL is committed to promoting healthy diets, not just by providing more nutritious products but
also by marketing and advertising them responsibly.
In 2003, HUL was one of the first companies to apply principles for marketing foods and
beverages to children. The company has since evolved these principles in the light of continued
concern about childhood obesity, the impact of social media and the vast number of products to
choose from. HUL’s Principles on Responsible Food & Beverage Marketing to Children are
applicable to all Unilever’s food and beverage marketing communications and activities
worldwide, as are its Nutrition and Ice cream Business Groups' General Marketing Principles.

ADVERTISING CAMPAIGNS
In 2022, HUL launched a public awareness campaign - The Bin Boy. When it comes to waste
segregation, most people have accepted its importance but not their own responsibility. Now, via
a light-hearted yet powerful film, that responsibility has been brought to our doorsteps, literally.
The film ‘The Bin Boy’ is made by Ogilvy Mumbai for Hindustan Unilever Limited’s CSR
initiative. The premise and build-up are disruptive and fun-filled to drive home the seriousness of
the boy’s message.

It revolves around a unique protest by a young boy that garners a lot of attention. It highlights the
importance of segregating wet, dry and hazardous waste separately, every day.

Hindustan Unilever Limited (HUL) was named 'Brand of the Year' at Indian Content Marketing
Awards (ICMA) 2022. The FMCG giant also won 7 gold metals, 6 silver and 4 bronze metals for
their insightful and outstanding content marketing campaigns.

HUL took home gold metals for their campaigns across different categories. The brand won 2 gold
for its Bru campaigns- 'Aanandam Aarambham - Happiness Starts with Bru' under the 'Best
Content Marketing on OOH platforms' category and another one in the 'Best Use of Character Led
Branded Content' category.

It bagged gold for its 'Idhu Namma Tea(m) - Bringing Together Tamil Nadu for their Yellove'
campaign under the 'Best Content Marketing on Films' category and 'Trixy Cinegame - Bringing
alive 3 layers of fun' campaign and #GameStaminaKa - Breaking Gender Barriers in Gaming
campaign under 'Best Content Marketing Using Online Gaming' category.

The FMCG giant also won gold for its 'Tantir Rong' campaign under the 'Best use of regional
content category' and for its 'Cook with Makapa campaign under the 'Best Content Marketing to
Launch or Relaunch a Brand' category.

Hindustan Unilever Ltd’s (HUL) advertisements for brands Surf Excel, Bru and Red Label topped
Kantar’s Creative Effectiveness ranking for 2022’s most creative advertisements on television.

Across television ads tested in India, Kantar has awarded standout performers across seven
categories—food and beverage, personal care, technology, OTC, home care, services and short
format (under 15 seconds). Kantar had also introduced an ‘un-stereotype’ category last year, which
focuses on celebrating gender progressive advertising.

Kantar reviewed more than 13,000 creatives for its clients around the world in 2022. Over 10% of
those creatives were tested in India alone. In India, close to 400 ads were shortlisted and tested
across categories, markets, TG’s and media channels.

HUL’s Red Label tea brand won the award in the food & beverage category, Surf Excel’s Holi ad
was granted the creative effectiveness award in the home care category. Other brands whose
campaigns won the creative effectiveness awards included HUL’s Bru.

On an International level, In 2022, Unilever was shortlisted for 46 awards at the Cannes Lions
International Festival of Creativity, and won 19 of the coveted advertising-industry honours.
Unilever won 19 Cannes Lions awards. Dove was recognised with no less than 12 Lions for its
purpose-driven campaigns.
“Reverse Selfie” was awarded Gold in the Print category, Silver in Health and Print, and Bronze
in Film Craft.
Dove’s “Toxic Influence” campaign took home a Gold Lion in the Entertainment category, along
with Bronze in Health and Digital Craft. The brand’s “As Early As Five” campaign won two
Bronze Lions in the PR and Film categories. Its “Post-Partum Under Pressure” campaign took
Bronze in the Health category. And Dove’s “Courage is Beautiful” film won both Gold and
Silver Lion in the Creative Effectiveness category.
Meanwhile Vaseline’s “See My Skin” campaign took home Gold in the Sustainable
Development category and Bronze in Health.
And further awards went to OMO and Persil’s “Tag – the game”, Sir Kensington’s “Fries! The
Movie”, and a sustainable packaging initiative, “Smart Fill”, led by its business in India,
Hindustan Unilever [HUL].
Dishwashing brand Vim from Hindustan Unilever (HUL) also launched a digital campaign, titled
“#VimBlackForMen”. The days that followed saw the campaign receiving polarised viewpoints
as the ad did not quite sit well with the audience.
The campaign is a continuation of the brand's long-term theme of addressing gender stereotypes.
In November 2020, the brand launched a series of ads with cricketer Virender Sehwag to break
the stereotypes, when it comes to dishwashing. In 2021, Vim used an arranged marriage set-up to
build on this theme.
What is different this time around is that while the campaign was well-intentioned, its execution
made quite a few eyeballs roll and triggered many conversations on social media.
The product was available for a few hours on 'The U Shop' for Rs. 0 but soon after went out of
stock.
Vim later clarified that the campaign was a 'joke' and that the brand 'was not serious about the
'black pack'. People can still be seen arguing about the need for a different packaging for men,
associating the black colour with men, and whether the brand is unintentionally promoting a
reverse social practice, etc.
HUL launched “Safal Shuruaat”, A Joint Health Programme By Lifebuoy And GAVI- The
Vaccine Alliance, which leverages Digital Technology To Empower Rural Communities In Uttar
Pradesh. Through digital intervention this joint initiative successfully brought about positive
shifts in awareness and adoption of critical parenting behaviours such as handwashing with soap
(HWWS) and timely immunization. The programme reached out to new and young parents to
help improve the health and well-being of 0-2-year-old children. Hence establishing the right
foundation for the child to achieve success in the future.
Hindustan Unilever (HUL) announced a 13% YoY growth in advertising & promotion expenses,
from Rs 1,334 crore in the quarter ended June 2022 to Rs 1,505 crore in the quarter ended June
2023. According to the latest data by TAM AdEx, a division of TAM Media Research,
Hindustan Unilever was the number-one advertiser on TV for 2022.

DIGITAL MARKETING
Marketing has always been a strength area for HUL. However, this time HUL wanted to connect
with its consumers at a level which was deeper than just looking at consumer as mere revenue
generating agents. It wanted to look at them as people rather than just consumers. That is when
HUL incorporated digital channels into its mainstream marketing strategy.

It adopted a digital framework internally, called ‘Turbo charging digital’. That became the key
enabler in their ‘Crafting Brands for Life’ approach — putting people first in whatever they do
and unlocking the magic of their brands.

A breakthrough innovation soon was born out of the turbo charging agenda. It was called the
“Digital Command Centre”.
The Command Centre
A Digital Command Centre is an integrated brand communications facility that enables real-time
management of marketing campaigns. It has state-of-the-art tools for advanced digital listening
and monitoring trends that enable marketers to respond immediately to conversation opportunities
on the web.

HUL’s Digital Command Centre enabled its brand teams to translate real-time data and metrics
into information and subsequently into insights. Features like real-time visualization of key
performance parameters, trends dashboards and analytics allowed HUL to make effective dynamic
and instantaneous decisions that helped build the company’s online presence.

The command centre was actually developed in partnership with Mindshare and featured live data-
streams and technology curated with other key global digital partners.

How Lakmé ‘commanded’ more share of voice at LFW

The Challenge:

The Command Centre was first used in Mumbai for HUL’s Lakmé Fashion Week (LFW) in
October 2014 with the objective to de-clutter the ‘Lakmé’ from the ‘Fashion’ in Lakmé Fashion
Week. The key problem area was that Lakmé as a make-up brand was getting lost in the Lakmé
fashion week which primarily focuses on clothing and apparel.

The Command Centre, powered by numerous live data streams and resources, equipped HUL’s
marketing teams to drive more effective and result oriented digital marketing strategies for Lakmé.

Deep insights, real time information and agile optimization tools all got integrated into the
Command Centre and served as the power house of social media innovation for Lakmé

The Solution:

The whole exercise was executed using social media tools which primarily included – Facebook,
Twitter and Instagram.

The Command Centre was the key enabler to create and plug real-time conversations about Lakmé
and Gloss as the big buzzwords for the season. The campaign lasted for five days of Lakmé Fashion
Week.

During these five days, the Command Centre enabled the company to measure and strategise
within a matter of minutes that allowed for speedy and relevant content creation around the event.
What it specifically did was:

• It tracked what hashtags were being used around the event

• Whom people were talking about
• Tracking which celebrity/influencer was getting more traction at which point
• Who were taking ‘about’ the brand and who were talking ‘to’ the brand.
 • Mix of LIVE organic content creation through FB, Twitter and Instagram
• Strategic forecasting and robust response management
• Disruptive response management to plug Gloss as the big word for the season.

In a unique approach, the team used a three days testing period for all its strategies. The learnings
from this testing period were used to float content on social media in the next two days and go all
out with the plan. The Command Centre taam, Lakmé team and the digital agency team all worked
in sync throughout the project.

Results Achieved

• Sentiment value of Lakmé was 89 on a scale of 0-100.

• Engagement rates on Twitter post were as high as 12%
• 30,589 new likes on Facebook over a 5 day period.
• Achieved a reach of 18 million compared to estimated 8 million in 5 days on Facebook
with an average engagement of 3.2%
• Achieved an average engagement rate of 7% on Twitter compared to estimated engagement
rate of 3.5% in 5 days.

Key Takeaways/Learnings

• Engaging strategy
• Right content at the right time
• Targeting the audience well
• Testing content
• Allowing the posts to breathe

SOCIAL MEDIA MARKETING

Most of us would agree that going digital for the older generation is a tad more difficult than it is
for the younger generation. Our grandfathers preferred to cut clippings of interesting news from
a newspaper. While we like to share, post and tweet about anything that touches us. In this
scenario, it is interesting to know how a 90-year-old company has kept pace with the changing
digital technologies. From soaps to soups and now social media! The company which we are
referring to is none other than Hindustan Unilever Limited (HUL). It is interesting to know how
it has not just adapted itself but has set some high standards in digital marketing with its own
disruptive innovations and first of its kind digital campaigns.

Hindustan Unilever Limited (HUL) maintains an active and engaging presence on social media
platforms to stay connected with its audience. HUL adopts a conversational tone in its social
media interactions, responding promptly to customer inquiries, feedback, and comments to foster
meaningful engagement and build relationships with its audience.

On social media, people generally hold a positive perception of HUL, appreciating its responsive
customer service, informative content, and relatable brand messaging. Consumers often express
admiration for HUL’s products, sharing positive reviews, testimonials, and user-generated
content showcasing their experiences with the brand.

Hindustan Unilever Limited (HUL) was honoured with the ‘Best Advertiser on Mobile’ title at
the e4m Indian Digital Marketing Awards (IDMA) 2023 held in Mumbai. The FMCG giant
made it to the ‘Hall of Fame’ category for its insightful, impactful and inspiring digital marketing
initiatives. HUL won 2 gold and 1 silver for their outstanding works.
 VISION

HUL believes that the winning businesses of tomorrow will be those which anticipate and
respond to the huge changes shaping people’s lives across the world.
The businesses that will have the greatest success are those which capitalise on the power of data
and biotechnology; adapt to shifting consumer needs; and contribute to tackling the twin
challenges of climate change and social inequality.

Unilever Global - A business with purpose beyond profit

Back in 1883, Sunlight Soap was launched in the UK by Unilever – it was pioneering, it was
innovative and it had a purpose to popularise cleanliness and bring it within the reach of ordinary
people. That was sustainable living, even then. HUL now has over 400 brands that are driven by
the same sense of purpose.
HUL wants to do more good for our planet and our society, not just less harm. HUL wants to act
on the social and environmental issues facing the world and we want to enhance people’s lives
with our products. HUL has been a pioneer, innovator and future-maker for over 130 years and
plans to continue doing that and more so, sustainably.

Planet & Society

HUL is a company of brands and people with a clear purpose: to make sustainable living
commonplace. And it’s determined to prove that its purpose-led, future-fit business model
delivers superior performance.
The Unilever Compass is the company’s strategy to deliver growth that is consistent,
competitive, profitable and responsible. The business simply will not prosper without a healthy
planet and society.
HUL is set out an ambitious sustainability agenda to tackle the issues that its consumers and
stakeholders care deeply about – such as climate change, plastic pollution and inequality.
HUL is harnessing its brands, people and partners to create lasting positive impact on the world
and its business.

Strategic Choices
It is HUL’s ambition to be the global leader in sustainable business. HUL aims to demonstrate
that it’s purpose-led, future-fit business model delivers superior performance, consistently
delivering financial results in the top third of the industry.

1. HUL aims to build a high growth portfolio across five business groups. HUL
aims to build its position in Beauty and Wellbeing, Personal Care, Home Care, Nutrition
and Ice Cream.
 2. HUL aims to win with its brands, powered by superior products, innovation
and purpose. HUL brands aim to be built on advanced science and will grow by
delivering functionally superior products, as well as taking action on social and
environmental issues that consumers care about. They aim to improve the health of the
planet, improve people’s health and wellbeing, and contribute to a fairer, more socially
inclusive world.
3. HUL plans to accelerate in key growth markets. HUL will sharpen its focus and
investment in key growth markets, while further strengthening its leading positions across
growth markets where the company is uniquely positioned to win.
4. HUL aims to lead in the channels of the future. HUL aims to capture the
opportunity in eCommerce, pioneering with innovative routes to market, and leading with
shopper insights which help to drive growth and build strong relationships with
customers.
HUL’s strategic choices inspire its actions. The company’s values define how it does business –
with integrity. Everyone at Unilever is expected to be an ambassador for the company’s high
ethical standards. HUL wants to create an environment where employees not only live the
company’s values in their own work – integrity, respect, responsibility and pioneering – but are
vigilant in identifying potential concerns, and confident about speaking up in such situations.
Blueprint – The Unilever Sustainable living plan
The Unilever Sustainable Living Plan will result in three significant outcomes by 2030.
1. Unilever will help more than a billion people take action to improve their health and
well-being.
2. Unilever will decouple our growth from our environmental impact, achieving absolute
reductions across the product lifecycle. The goal is to halve the environmental footprint
of the making and use of our products.
3. Unilever will enhance the livelihoods of hundreds of thousands of people in its supply
chain.
Unilever has had some great results from its Sustainable Living Plan. The Company knows it
contributes to business growth as it sees consumers responding to campaigns by its Sustainable
Living brands - such as Hellmann’s, Breyers and Omo - on issues ranging from sustainable
sourcing to water scarcity.
HUL Compass integrates sustainability into its business strategy with a belief that sustainable
business and financial performance go hand-in-hand. With a robust governance mechanism,
HUL is continually working towards fulfilling its ESG goals to lead change and make a positive
difference to people and the planet.
The company has also learnt a lot about what does and doesn’t work and will keep making
changes to get things right. One of the biggest challenges is the ability to stimulate change
outside the company’s own business, where it doesn’t have direct control. For example, while
Unilever has made good progress on reducing greenhouse gas emissions (GHG) from its
factories and reached its 2020 target by 2016, the GHG impact of its products per consumer use
has increased by 8% since 2010. The GHG strategy has since been updated to reflect what the
company has learnt.
Unilever is continually looking for new ideas and ways to influence the wider value chain. The
company knows that collaboration with others holds the key to tackling many sustainability
challenges and it will be focusing even more on this in the years ahead. Unilever’s
transformational change initiatives will help it to bring about the systems change needed to
address some of the most complex social and environmental problems.
 S.W.O.T Analysis

With a history spanning over a century, Hindustan Unilever (HUL) has consistently focused on
consumer satisfaction and sustainable business practices. Conducting a SWOT analysis provides
insights into HUL’s strengths, weaknesses, opportunities, and threats, guiding its strategic
decisions in a competitive FMCG market.

Strengths of HUL
1. Strong Brand Portfolio: HUL owns a portfolio of renowned brands like Lux, Dove, Surf
Excel, and others, which enjoy high consumer trust and loyalty, providing a competitive edge
in the market.

2. Distribution Network: They have a widespread distribution network that ensures its
products are readily available across urban and rural areas, allowing it to penetrate diverse
markets effectively.

3. Innovation, Research and Development: The company’s commitment to continuous

innovation, research, and development has resulted in a stream of new products that align
with changing consumer preferences. HUL invests in continuous research and development,
leading to innovative product offerings that cater to evolving consumer preferences, driving
market growth and differentiation.

4. Dominant Market Presence: It holds a dominant position in various consumer goods

categories, allowing it to leverage economies of scale, negotiate favorable terms with
suppliers, and maintain competitive pricing.

5. Sustainability Initiatives: HUL is committed to sustainable business practices, including

environmental conservation, social responsibility, and ethical sourcing, enhancing its brand
reputation and consumer appeal.

6. Strong Employee Base: They attract and retains top talent through employee-centric
policies, fostering a culture of innovation, diversity, and inclusivity, driving organizational
performance and agility.

7. Strong Financial Performance: HUL demonstrates strong financial performance, with

consistent revenue growth, profitability, and shareholder value creation, reflecting its
operational efficiency and strategic management practice
Weaknesses of HUL
1. Dependence on Flagship Products: One notable weakness is its dependence on certain
flagship products within its portfolio. While these products have contributed significantly to
HUL’s success, overreliance on them poses risks, especially if market trends shift or
consumer preferences change unexpectedly. Diversification of its product portfolio may help
mitigate this vulnerability and reduce dependency on specific brands or categories.

2. Premium Pricing: Another weakness for HUL is related to pricing strategies. While the
company aims to offer value for money with its products, pricing can sometimes be a
challenge, particularly in price-sensitive markets. Consumers may perceive HUL’s products
as premium-priced compared to alternatives, impacting their purchasing decisions, especially
during economic downturns or when faced with budget constraints.

3. Competition in the FMCG Market: Additionally, HUL faces competition from both
domestic and international players in the highly competitive FMCG market. This intense
competition puts pressure on HUL to continuously innovate, differentiate its offerings, and
invest in marketing and promotional activities to maintain market share and relevance.

4. Regulatory Compliance: As a major player in the FMCG industry, HUL must adhere to
strict regulatory guidelines and compliance standards that can impact its operations.

Opportunities for HUL

Hindustan Unilever Limited (HUL) is poised to capitalize on several opportunities to drive
growth and enhance its competitive position in the consumer goods market.

1. Developing and Underserved Markets: One significant opportunity lies in expanding its
presence in emerging markets and underserved regions. With rising disposable incomes and
changing consumption patterns in countries such as India, HUL can tap into these markets by
offering tailored products and services that cater to local preferences and needs. Additionally,
leveraging its extensive distribution network, HUL can penetrate deeper into rural areas,
reaching previously untapped consumer segments and driving sales growth.

2. Research and Development: Furthermore, HUL can explore opportunities for product
diversification and innovation to meet evolving consumer demands and preferences.
Investing in research and development (R&D) to develop new formulations, packaging
solutions, and product lines can help HUL stay ahead of the curve and capture market share
in emerging categories such as organic and natural products, functional foods, and wellness
solutions.

3. Increasing Income levels: Due to stable political scenario, improved literacy rate &
controlled inflation, disposable income of the people is increasing thereby resulting into upsurge
in demand & changing their lifestyle.
4. Sustainability: Moreover, there is a growing trend towards sustainability and
environmental consciousness among consumers, presenting HUL with opportunities to align
its business practices with these values. By adopting eco-friendly manufacturing processes,
reducing carbon emissions, and incorporating sustainable sourcing practices, HUL can
enhance its brand reputation, attract environmentally conscious consumers, and contribute
positively to environmental conservation efforts.

5. Digital Transformation: Additionally, HUL can leverage digital technologies and e-

commerce platforms to enhance its online presence, engage with consumers directly, and
offer personalized shopping experiences. Shaking hands with digital transformation
initiatives can help HUL strengthen its omnichannel capabilities, drive sales growth, and
enhance customer loyalty in an increasingly digital-centric marketplace.

Overall, by capitalizing on these opportunities and opting for innovation, sustainability, and
digitalization, HUL can position itself for long-term success and sustainable growth in the
competitive consumer goods industry.

Threats to HUL
Hindustan Unilever Limited (HUL) faces several challenges that could potentially impede its
performance and growth prospects.

1. Intense Competition: The FMCG market in India is highly competitive, with both global
and local brands vying for market share and consumer attention. The intense competition
from other companies that manufacture similar products possess a significant threat to HUL.

2. Evolving Consumer Behaviour: Changes in consumer preferences and trends pose a

challenge for HUL. Shifting demographics, evolving lifestyles, and emerging health and
wellness trends can impact demand for certain products or categories. Changing consumer
preferences and shifts towards natural, organic, and sustainable products may impact demand
for certain product categories. HUL must stay attuned to these changes and adapt its product
portfolio and marketing strategies accordingly to remain relevant in the market.

3. Uncertain Regulatory Environment: Additionally, HUL needs to sail through potential

risks related to cost escalation and regulatory changes. Fluctuations in raw material prices,
transportation costs, and currency exchange rates can affect HUL’s profitability and
operational efficiency. Furthermore, changes in regulatory policies, such as environmental
regulations or taxation policies, may impact HUL’s manufacturing processes, supply chain
operations, and overall business strategy.

4. Potential Investor and Regulatory Scrutiny: HUL must also address challenges
related to sustainability and social responsibility. With increasing scrutiny from consumers,
investors, and regulatory bodies, HUL must prioritize sustainable practices across its value
chain, including responsible sourcing, waste reduction, and carbon footprint reduction, to
 mitigate environmental risks and uphold its reputation as a socially responsible corporate
citizen.

5. Buyer’s power: With highly diversified consumer goods market where there are lots of
brands claiming different sorts of benefits, it’s very difficult for consumers to stick to a
particular brand & hence results into brand switching where consumer got power to select a
brand based on several factors like availability, reference group recommendation, preference
& price

6. Past Failures: While Hindustan Unilever Limited (HUL) has a track record of successful
initiatives, there have been instances where its attempts to boost sales or introduce new
products didn’t yield the desired results. One such example was HUL’s foray into the water
purifier market with its Pureit brand. Despite significant investments in marketing and
distribution, Pureit faced stiff competition from established players in the market. Consumers
were already loyal to existing brands, and HUL struggled to convince them to switch to
Pureit due to concerns about trust and reliability.

By proactively addressing these threats and implementing strategic initiatives to mitigate risks,
HUL can navigate the complexities of the business environment and sustain its long-term
success in the dynamic consumer goods industry.

From the SWOT analysis of Hindustan Unilever Limited (HUL), several key insights emerge
that can guide the company’s strategic direction and future growth prospects.

Firstly, HUL’s strengths lie in its extensive portfolio of popular brands, strong distribution
network, product innovation capabilities, and positive brand perception among consumers. These
strengths position HUL well to capitalize on opportunities such as expanding into emerging
markets, broadening its product offerings, and aligning with sustainability trends.
However, the analysis also reveals weaknesses, including dependency on certain flagship
products, pricing challenges, and operational complexities. To address these weaknesses, HUL
can focus on diversifying its product portfolio, optimizing pricing strategies, and streamlining
operational processes to enhance efficiency and competitiveness.

Overall, the SWOT analysis emphasizes the importance of leveraging strengths, addressing
weaknesses, seizing opportunities, and mitigating threats to ensure HUL’s continued success and
resilience in the dynamic FMCG landscape. Through strategic initiatives focused on innovation,
diversification, and sustainability, HUL can position itself for long-term growth and leadership in
the market.

HUL’s SWOT analysis highlights a company with a strong brand portfolio, innovation focus,
and commitment to sustainability.

Addressing weaknesses like premium pricing and competition from local brands while
capitalizing on opportunities in health and wellness, digital transformation, rural market
penetration, and sustainable packaging can further solidify HUL’s position as a leading player in
the Indian FMCG sector.

By navigating potential threats and staying true to its core values of consumer-centricity and
innovation, HUL can continue to enrich lives, contribute to society, and drive consumer well-
being through its diverse range of products.
 COMPETITIVE ANALYSIS

Hindustan Unilever Limited (HUL) operates in a highly competitive market where several other
companies offer similar products across various categories. Some of the key competitors of HUL
include –

1. Procter & Gamble (P&G)

Procter & Gamble (P&G) India, or Procter & Gamble Hygiene and Health Care Ltd., is a
is a 69 per cent subsidiary of the FMCG major P&G, USA. It is a consumer goods
company that operates in India with four entities: Procter & Gamble Hygiene & Health
Care, Procter & Gamble Health, Gillette India, and Procter & Gamble Home
Products. P&G India has a total turnover of around Rs 16,000 crore, and India is among
the top ten markets for P&G globally.

It is a company that sells health care products like cough drops, tablets, creams, and
ointments. It also sells hygiene products like deodorants, sanitary napkins, and ayurvedic
products. P&G's brands include Vicks, Whisper, and Old Spice. P&G products are
available at retail stores, including grocery stores, drug stores, membership club stores,
department stores, and high-frequency stores.

The company dominates both hygiene and healthcare segments backed by strong brands,
Vicks in the anticold segment and Whisper in the feminine care segment (40 per cent
market share). The company’s parent has two other 100 per cent subsidiaries in India
 which have well-known brands in the shampoos (Head & Shoulders, Pantene, Rejoice)
and detergents space (Ariel, Tide). Earlier, PGHH used to undertake contract
manufacturing for its parent’s detergent portfolio in India, which it has discontinued.
P&G, USA recently acquired the shaving products major, Gillette, and has dethroned
Unilever to take the top slot in the global FMCG space.

2. Nestlé
NESTLÉ India is a subsidiary of NESTLÉ S.A. of Switzerland. With eight factories and a
large number of co-packers, Nestlé India is a vibrant Company that provides consumers
in India with products of global standards and is committed to long-term sustainable
growth and shareholder satisfaction. The Company insists on honesty, integrity and
fairness in all aspects of its business and expects the same in its relationships. This has
earned it the trust and respect of every stratum of society that it comes in contact with and
is acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top
Wealth Creators of India'.

The company continuously focuses its efforts to better understand the changing lifestyles
of Indians and anticipate consumer needs in order to provide taste, nutrition, health and
wellness through its product offerings. The culture of innovation and renovation within
the company and access to the Nestle Group’s proprietary technology/brands expertise
and the extensive centralized R&D facilities give it a distinct advantage in these efforts. It
helps the company create value that can be sustained over the long term by offering
consumers a wide variety of high-quality, safe food products at affordable prices. Nestle
India manufactures products of international quality under internationally famous brand
names such as Nescafe, Maggi, Milky bar, Milo, KitKat, Bar One, Milkmaid and Nestea.
In recent years the company has also introduced products of daily consumption and use
such as Nestle Milk, Nestle Slim Milk, Nestle Fresh ‘n’ Natural Dahi and Nestle Jeera
Raita.

3. ITC Limited
ITC is one of India's foremost private sector companies and a diversified conglomerate
with businesses spanning Fast Moving Consumer Goods, Hotels, Paperboards and
Packaging, Agri Business and Information Technology. The Company is acknowledged
as one of India's most valuable business corporations with a Gross Revenue of ₹ 69,481
crores and Net Profit of ₹ 18,753.31 crores (as on 31.03.2023). ITC was ranked as India's
most admired company, according to a survey conducted by Fortune India, in association
with Hay Group.

ITC is not a pure-play FMCG company, since cigarettes are its primary business, but the
company has diversified into being one of the country's leading FMCG marketer, the
clear market leader in the Indian Paperboard and Packaging industry, a globally
acknowledged pioneer in farmer empowerment through its wide-reaching Agri Business,
a pre-eminent hotel chain in India that is a trailblazer in 'Responsible Luxury'. ITC's
wholly-owned subsidiary, ITC Infotech, is a specialized global digital solutions provider.
 Over the last decade, ITC's new Consumer Goods Businesses have established a vibrant
portfolio of 25+ world- class Indian brands that create and retain value in India. ITC's
world class FMCG brands including Aashirvaad, Sunfeast, Yippee!, Bingo!, B Natural,
ITC Master Chef, Fabelle, Sunbean, Fiama, Engage, Vivel, Savlon, Classmate,
Paperkraft, Mangaldeep, Aim and others have garnered encouraging consumer franchise
within a short span of time. While several of these brands are market leaders in their
segments, others are making appreciable progress.

4. Colgate-Palmolive

Colgate-Palmolive (India) Limited (CPIL) is a subsidiary of Colgate-Palmolive, USA that

manufactures, develops, markets, and sells personal and oral care products. CPIL was
incorporated in 1937 and is India's leading provider of oral care products. Their product
portfolio includes toothpastes, toothpowder, toothbrushes, mouthwashes, and other
personal care products under the Colgate and Palmolive brands. CPIL also offers a
specialized range of dental therapies.

Colgate-Palmolive USA, has a 51 per cent stake in the Indian subsidiary (CPIL). Today,
the company is the market leader in the country in Oral Care that seeks to deliver
sustainable, profitable growth, superior shareholder returns, and provide its people with
an innovative and inclusive work environment. The organization has adopted
sustainability, diversity, equity, inclusion and social responsibility strategies that help
make people's lives healthier and happier.

CPIL has one of the widest distribution networks in India. The company manufactures
and markets toothpastes, toothbrushes, toothpowder, oil pulling products and
mouthwashes, under the Colgate brand, and a specialized range of personal care products
under the Palmolive brand. The Colgate brand is present in a majority of Indian homes,
thus creating a healthier and more sustainable future. The company has grown to ₹4800
crore plus organization with an outstanding record of enhancing value for its strong
shareholder base

5. Gujarat Cooperative Milk Marketing Federation (Amul)

Gujarat Co-operative Milk Marketing Federation Limited (GCMMF), is India's largest

food product marketing organisation with annual turnover (2022-23) US$ 7.2 Billion . Its
daily milk procurement is approx 25.9 million Liters per day from 18600 village milk
cooperative societies, 18 member unions covering 33 districts, and 3.64 million milk
producer members.

It is the Apex organisation of the Dairy Cooperatives of Gujarat, popularly known as

'AMUL', which aims to provide remunerative returns to the farmers and also serve the
interest of consumers by providing quality products which are good value for money. Its
success has not only been emulated in India but serves as a model for rest of the World. It
is exclusive marketing organisation of 'Amul' and 'Sagar' branded products. It operates
through 76 Sales Offices and has a dealer network of 10000 dealers and 10 lakh retailers,
 one of the largest such networks in India. Its product range comprises milk, milk powder,
health beverages, ghee, butter, cheese, Pizza cheese, Ice-cream, Paneer, chocolates, and
traditional Indian sweets, etc.

Amul may not be a traditional FMCG company but through its strong brand legacy and
distribution reach coupled with its ever-evolving marketing playbook and experience
from past diversifications, can make the non-dairy food segment a significant growth
driver as it aims for a Rs 1 lakh crore turnover by 2025. With a diversified portfolio in the
segment, India's best-kept FMCG secret may soon be revealed.

These companies share similarities with HUL in terms of offering a diverse range of consumer
goods, including personal care, home care, and food products, and they often compete for market
share in overlapping product categories.

One similarity between HUL and its competitors is their focus on brand recognition and
consumer loyalty. Like HUL, these companies invest heavily in marketing and advertising to
promote their brands and differentiate themselves in the market. Additionally, they emphasize
product quality, innovation, and customer satisfaction to maintain their competitive edge.

However, each of these competitors also possesses unique characteristics and strengths that set
them apart from HUL. For example, P&G is renowned for its extensive portfolio of household
and personal care brands, including Pampers, Gillette, and Tide, while Nestlé is known for its
leadership in the food and beverage industry with brands like Maggi and Nescafé. Similarly, ITC
Limited has a diverse business portfolio spanning FMCG, hotels, agri-business, and paperboards,
offering a unique blend of products and services to consumers.

In terms of market performance, HUL has historically maintained a strong position in the Indian
FMCG sector, consistently leading in market share across several product categories. However,
competition in the industry remains fierce, with each company vying for consumer attention and
market dominance. HUL’s success in comparison to its competitors often depends on factors
such as product innovation, distribution efficiency, brand reputation, and consumer engagement
strategies.

Overall, while HUL faces stiff competition from other companies in the FMCG market, its
strong brand equity, extensive distribution network, and consumer-centric approach have enabled
it to maintain its leadership position and drive sustained growth in the competitive landscape.
 CORPORATE SOCIAL RESPONSIBILITY

Hindustan Unilever Limited (HUL) is committed to operate and grow its business in a socially
responsible way. The purpose of the company is to make sustainable living commonplace. It’s
the foundation for all its relationships and how the company choose its resources. It shapes the
value being created for all its stakeholders. It governs HUL’s business model. HUL has long held
the belief that being a responsible, sustainable business makes a stronger, better business. The
Compass Commitments announced by the Company last year puts serving its stakeholders at the
heart of everything the business does. HUL is committed to the Unilever Compass strategy to
create a movement in which all its stakeholders will be part of building a better future.

COMPANY’S OBJECTIVES AND PHILOSOPHY

This Corporate Social Responsibility (CSR) Policy of the Company, as recommended by the
CSR Committee and approved by the Board of Directors (Board), outlines a clear agenda
through which HUL will continue to contribute to the community at large. The objective of this
Policy is to set the direction for the CSR activities of the Company by defining the governance,
implementation, and monitoring framework of the activities to ensure effectiveness.

HUL’s multi-stakeholder model is being embedded into the business completely, so the business
can continue to be a force for good. Unilever’s Compass strategy has a comprehensive and
ambitious set of commitments and actions to:

• Improve the health of the planet;

• Improve people’s health, confidence and wellbeing; and
• Contribute to a fairer, more socially inclusive world.

Apart from the aforesaid initiatives of the Company encompassing sustainability in business, the
Company has been actively engaged in various CSR projects involving, inter-alia, water
conservation, nutrition, health, cleanliness, waste management and environmental sustainability.

REGULATORY FRAMEWORK

The Companies Act, 2013 together with the rules notified thereunder and Schedule VII to the
Act and circular(s) and notification(s) issued by the Ministry of Corporate Affairs (MCA), from
time to time (‘the Act’), provides a framework for companies to define the focus areas in the
CSR space. The law also guides companies to apply the scope as defined under Schedule VII to
the Act liberally to follow the law in letter and spirit. Further, the Act also provides instructions
on agencies eligible for implementation through which the companies may spend its CSR
expenditure. HUL’s CSR Policy, focus areas and the implementing agencies shall therefore
remain within the boundary set by the law. The provisions herein shall be read in consonance
with the Act.
FOCUS AREAS
As a responsible corporate citizen, the Company is committed to sustainable development and
inclusive growth and has been focusing on a wide range of issues in relation to water
conservation, health and hygiene, skill development, education, social advancement, gender
equality, empowerment of women, ensuring environmental sustainability and rural development
projects.

The Company has following focus areas for undertaking its CSR activities:

1. Promoting Health, Hygiene and Nutrition: Promoting and encouraging healthy and
hygienic habits; focus on nutrition; advocacy for behaviour change; sanitation and
cleanliness; waste management, collection and segregation; providing necessary medical
support through Telemedicine Centres, Mobile Medical Units, Health Camps, etc.

2. Environmental Sustainability and Water Conservation including drinking

water and creating Eco Model Village: Environmental sustainability, ecological
balance, protection of flora and fauna, conservation of natural resources, measures to
prevent climate change and creating water positive, zero waste to landfill and carbon
neutral villages. Promoting water security, water use efficiency, regenerative agriculture.
Supporting awareness generation, innovation and incubation. Supporting implementation
for soil and moisture conservation in flagship government programmes including
National Rural Employment Guarantee Scheme (MGNREGS).

3. Rural Development, Skill Development, Entrepreneurship Development and

Education: Strengthening rural areas by promoting and enhancing alternate livelihoods,
empowering women entrepreneurs, promoting gender equality, economic empowerment
etc. Skill development including employment enhancing vocational skills,
entrepreneurship development in skilling and in value chains; supporting business
incubators. Promoting education through special education and developing infrastructure
of aanganwadi centres, primary schools, etc.

4. Disaster Response: Managing and responding to disasters, if any, measures for disaster
recovery; undertaking relief, rehabilitation and re-construction measures and activities.

SURPLUS FROM THE CSR ACTIVITIES

The CSR activities undertaken/to be undertaken by the Company are not expected to lead to any
additional surplus. However, if any additional surplus is generated, it would be dealt in
compliance with the provisions of the Act.
GOVERNANCE MECHANISM

HUL follows a structured governance procedures which comprise of a 3 (three) tier governance
mechanism to monitor CSR activities.

I. Board of Directors:

i. The Board monitors and reviews the performance and impact of the CSR programmes,
provides input and guidance and satisfies itself that the CSR funds so disbursed are aligned to the
CSR Policy of the Company and have been utilized for the purposes and in the manner as
approved by it. Further, the Board of the Company, upon recommendation of the CSR
Committee, may proceed to commence any ongoing projects or classify an existing project as an
ongoing project in the circumstances beyond the Company’s control. If the required amount to
be spent by the Company may not be expended in its entirety in the relevant financial year, the
Company shall ensure due compliance with the necessary provisions under the Act including
reclassification of the project as ongoing project. Ongoing Project(s) shall have the same
meaning as provided under the Act read with rules.

ii. Chief Financial Officer (CFO) of the Company shall certify that the CSR funds so disbursed
have been utilized for the purposes and in the manner approved by the Board.

II. CSR Committee of the Board:

The CSR Committee provides oversight and guidance on CSR performance and monitors
compliance with the CSR Policy, commitments and the applicable CSR provisions and if
required make necessary recommendations to the Board, from time to time. The role and
responsibilities of CSR Committee shall be as set out in the Act and the terms of reference of
CSR Committee.

III. Periodic Monitoring by Leadership Team:

The Leadership team works with the Management Committee and meets periodically to discuss
the progress of our initiatives including implementation, funding etc of the CSR projects.

LIMITATION AND AMENDMENT

The Board of the Company may in their discretion and on recommendation of the CSR
Committee, make any changes/modifications and/or amendments to this Policy from time to
time. In the event of any conflict between the provisions of this Policy and statutory
requirements, law shall prevail over and automatically be applicable to this Policy. In the event
of any amendment to the Act, this Policy shall be deemed to have been amended accordingly.
 FINDINGS AND CONCLUSION

Limitations of the Study

1. Scope Limitation: The study on Hindustan Unilever Limited's marketing strategies in a

generalized manner without delving too deep into any specific aspect, potentially missing
out on broader trends or long-term effects.

2. Data Limitation: Availability and accuracy of data has been a constraint. This study
relies on publicly available information or data provided by the company, which could be
limited or biased.

3. Generalizability: Findings from this single study might not be applicable universally.
The marketing strategies of Hindustan Unilever Limited can vary depending on factors
such as geography, product category, or consumer segment.

4. Timeframe: Marketing strategies evolve over time. The study has not been able to capture
the most recent strategies as publicly available data was limited to the Financial Year 2022-
23 through the course of compilation of this study.

5. Subjectivity: Interpretation of marketing strategies could be subjective. Different

researchers might analyze the same data differently, leading to varying conclusions.

6. External Factors: The study might not adequately account for external factors such as
changes in the competitive landscape, economic conditions, regulatory environment, or
technological advancements, which could influence the effectiveness of marketing
strategies.

7. Confidentiality and Disclosure: Hindustan Unilever Limited might not disclose certain
proprietary or sensitive information, limiting the depth of analysis or understanding of
certain strategies.

8. Methodological Limitations: The study might employ specific methodologies that have
inherent limitations, such as qualitative approaches lacking statistical rigor or quantitative
approaches overlooking qualitative insights.

Hindustan Unilever Limited employs a diverse range of marketing strategies to promote its
extensive product portfolio, catering to various consumer needs and preferences across different
market segments.This study highlights the importance of brand positioning and equity in
Hindustan Unilever Limited's marketing strategies, showcasing how the company effectively
leverages its strong brand image to maintain a competitive advantage in the market.
Hindustan Unilever Limited enjoys significant brand recognition and loyalty across its product
portfolio, with brands like Lux, Dove, and Surf Excel being particularly prominent in the market.
This study reveals how Hindustan Unilever Limited effectively segments its target market based
on demographic, psychographic, and behavioral factors, allowing for tailored marketing
strategies for different consumer groups.

Findings in the study highlight the company's emphasis on product innovation, with a consistent
stream of new product launches and improvements to existing offerings to meet evolving
consumer needs and preferences. The study explores how Hindustan Unilever Limited utilizes its
vast network of distribution channels, including traditional retail, e-commerce, and direct sales,
to ensure broad market coverage and accessibility for consumers. Findings include a
comprehensive analysis of the competitive landscape, benchmarking Hindustan Unilever Limited
against key competitors in terms of market share, brand perception, product offerings, and
marketing strategies.

This study reveals insights into the company's advertising and promotional strategies, including
media channels utilized, messaging themes, and promotional tactics employed to drive brand
awareness and sales. This study also sheds light on Hindustan Unilever Limited's pricing
strategies, including pricing elasticity, promotional pricing, and value-based pricing approaches
employed across its product portfolio.

Hindustan Unilever Limited demonstrates a commitment to innovation and product

development, continually introducing new products and improving existing ones to meet
evolving consumer demands and stay ahead of competitors. The study reveals the significance of
digital marketing and an omnichannel approach in Hindustan Unilever Limited's marketing
strategies, illustrating how the company harnesses digital platforms and integrates various
channels to reach and engage with consumers effectively.

The study underscores the importance of collaborations and partnerships in Hindustan Unilever
Limited's marketing strategies, illustrating how the company collaborates with various
stakeholders, including suppliers, distributors, retailers, and NGOs, to enhance market reach,
distribution efficiency, and social impact.

Hindustan Unilever Limited's marketing strategies reflect its ambition for market expansion and
globalization, demonstrating how the company adapts its marketing efforts to diverse cultural,
economic, and regulatory environments while maintaining consistency in brand messaging and
values. Through a Competitive Analysis, this study provides insights into how Hindustan
Unilever Limited compares with its competitors in terms of marketing strategies, identifying
areas of strength and opportunities for improvement to maintain or strengthen its market
leadership position.

Hindustan Unilever Limited's marketing strategies are characterized by a consumer-centric

approach, emphasizing market research, consumer insights, and feedback to tailor products,
services, and communications to meet the specific needs and preferences of its target audience.

This study also highlights Hindustan Unilever Limited's commitment to sustainability and CSR
initiatives, showcasing how the company integrates ethical and environmental considerations
into its marketing strategies to resonate with socially conscious consumers and enhance brand
reputation. HUL is not only focusing on health & hygiene education, women empowerment and
water management but also involved in education and rehabilitation of special or underprivileged
children, care for the destitute and HIV positive and rural development.

REFERENCES AND BIBLIOGRAPHY

WEBSITES

• Hul.co.in
• hul-performance-highlights.hul.co.in
• unilever.com
• economictimes.indiatimes.com/hindustan-unilever-ltd/stocks/companyid-
13616.cms
• thehindubusinessline.com/stocks/hindustan-unilever-ltd
• ibef.org/industry/fmcg
• marketing91.com/marketing-mix-hindustan-unilever
• admeducation.com/blog/swot-analysis-of-hul-hindustan-unilever-limited

BOOKS, JOURNALS AND PAPERS

• Kotler Philip. Marketing Management, 15th edition, 2015, Pearson

Publishers
• Kothari, C.R. Research methodology, 3rd edition, 1997, Vikas Publishing
House Pvt. Ltd, New Delhi
• Shukla Priteshkumar Y. 2013 research paper titled, “A study on Rural
Marketing Strategy”
• Mr. Ashish Gupta; Mr. Mayank Yadav, 2011 paper titled, “Paradigm Shift of
the Indian market: Growth of Retail Market in India”.
• HUL Annual Report 2019-20, 20-21, 21-22, 22-23.
ANNEXURE