Competitive Analysis

COMPTETIOR CAMPARISION STUDY INDEX
TABLE OF CONTENTS
CHAPTER A) B) I
CONTENTS LIST OF TABLES LIST OF GRAPHS INTRODUCTION 1.1.INTRODUCTION TO COMPETITOR COMPARISION STUDY. THE STUDY DESIGN II. THE STUDY DESIGN II.1.Importance & Needs II.2.Objectives II.3.Informatin Sources II.3.1.Primary Source II.3.2.Secondary Source II.4.Sampling Design Total Population Sample Size Sampling Technique II.5.Limitations
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II
17 18 21 22 22 22 23 23 23 23 24 26 26 45 61 62 63 64 65 65
III IV & V VI
III.I.INDUSTRY PROFILE III.II.COMPANY PROFILE DATA ANALYSIS & INTERPRETATION VI.1. Summary VI.2.Findings VI.3.Suggestions Bibliography Annexure Questionnaire
DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI
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List of Tables
TABLE NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
CONTENTS What do you think about lux Do you know about lux Prefer of lux Agree with price Rate of quality and quantity Rate of advertisement Satisfy the available sizes Rate of promotional activities Rate of color and flavour Any change of quality Observe any change in quality Rate the package Expecting any offers Suggest to others Any suggestions
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List of GRAPHS
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CONTENTS
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
What do you think about lux Do you know about lux Prefer of lux Agree with price Rate of quality and quantity Rate of advertisement Satisfy the available sizes Rate of promotional activities Rate of color and flavor Any change of quality Observe any change in quality Rate the package Expecting any offers Suggest to others Any suggestions
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COMPETITOR ANALYSIS
Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context through which to identify opportunities and threats. Competitor profiling coalesces all of the relevant sources of competitor analysis into one framework in the support of efficient and effective strategy formulation, implementation, monitoring and adjustment.
Given that competitor analysis is an essential component of corporate strategy, it is argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what is called informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives. As a result, traditional environmental scanning places many firms at risk of dangerous competitive blind spots due to a lack of robust competitor analysis.
Competitor analysis (new)

Organizations must operate within a competitive industry environment. They do not exist in vacuum. Analyzing organizations competitors helps an organization to discover its weaknesses, to identify opportunities for and threats to the organization from the industrial environment. While formulating an organizations strategy, managers must consider the strategies of organizations competitors. Competitor analysis is a driver of an organizations strategy and effects on how firms act or react in their sectors. The organization does a competitor analysis to measure / assess its standing amongst the competitors. Competitor analysis begins with identifying present as well as potential competitors. It portrays an essential appendage to conduct an industry analysis. An industry analysis gives information regarding probable sources of competition (including all the possible strategic
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actions and reactions and effects on profitability for all the organizations competing in the industry). However, a well-thought competitor analysis permits an organization to concentrate on those organizations with which it will be in direct competition, and it is especially important when an organization faces a few potential competitors. Michael Porter in Porters Five Forces Model has assumed that the competitive environment within an industry depends on five forces- Threat of new potential entrants, Threat of substitute product/services, bargaining power of suppliers, bargaining power of buyers, Rivalry among current competitors. These five forces should be used as a conceptual background for identifying an organizations competitive strengths and weaknesses and threats to and opportunities for the organization from its competitive environment. Competitors should be analyzed along various dimensions such as their size, growth and profitability, reputation, objectives, culture, cost structure, strengths and weaknesses, business strategies, exit barriers, etc.orters Five Forces Model of Competition Michael Porter (Harvard Business School Management Researcher) designed various vital frameworks for developing an organizations strategy. One of the most renowned among managers making strategic decisions is the five competitive forces model that determines industry structure. According to Porter, the nature of competition in any industry is personified in the following five forces:
Threat of new potential entrants Threat of substitute product/services Bargaining power of suppliers Bargaining power of buyers Rivalry among current competitors
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PORTERS FIVE FORCES MODEL
FIGURE: Porters Five Forces model The five forces mentioned above are very significant from point of view of strategy formulation. The potential of these forces differs from industry to industry. These
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forces jointly determine the profitability of industry because they shape the prices which can be charged, the costs which can be borne, and the investment required to compete in the industry. Before making strategic decisions, the managers should use the five forces framework to determine the competitive structure of industry.
Lets discuss the five factors of Porters model in detail: Risk of entry by potential competitors: Potential competitors refer to the firms which are not currently competing in the industry but have the potential to do so if given a choice. Entry of new players increases the industry capacity, begins a competition for market share and lowers the current costs. The threat of entry by potential competitors is partially a function of extent of barriers to entry. The various barriers to entry areEconomies of scale Brand loyalty Government Regulation Customer Switching Costs Absolute Cost Advantage Ease in distribution Strong Capital base Rivalry among current competitors: Rivalry refers to the competitive struggle for market share between firms in an industry. Extreme rivalry among established firms poses a strong threat to profitability. The strength of rivalry among established firms within an industry is a function of following factors: Competitive structure of industry Presence of global customers Absence of switching costs Growth Rate of industry Demand conditions
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Bargaining Power of Buyers: Buyers refer to the customers who finally consume the product or the firms who distribute the industrys product to the final consumers. Bargaining power of buyers refer to the potential of buyers to bargain down the prices charged by the firms in the industry or to increase the firms cost in the industry by demanding better quality and service of product. Strong buyers can extract profits out of an industry by lowering the prices and increasing the costs. They purchase in large quantities. They have full information about the product and the market. They emphasize upon quality products. They pose credible threat of backward integration. In this way, they are regarded as a threat.
Bargaining Power of Suppliers: Suppliers refer to the firms that provide inputs to the industry. Bargaining power of the suppliers refer to the potential of the suppliers to increase the prices of inputs( labor, raw materials, services, etc) or the costs of industry in other ways. Strong suppliers can extract profits out of an industry by increasing costs of firms in the industry. Suppliers products have a few substitutes. Strong suppliers products are unique. They have high switching cost. Their product is an important input to buyers product. They pose credible threat of forward integration. Buyers are not significant to strong suppliers. In this way, they are regarded as a threat. Threat of Substitute products: Substitute products refer to the products having ability of satisfying customers needs effectively. Substitutes pose a ceiling (upper limit) on the potential returns of an industry by putting a setting a limit on the price that firms can charge for their product in an industry. Lesser the number of close substitutes product has, greater is the opportunity for the firms in industry to raise their product prices and earn greater profits (other things being equal) The power of Porters five forces varies from industry to industry. Whatever be the industry, these five forces influence the profitability as they affect the prices, the costs, and the capital investment essential for survival and competition in industry. This five forces
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model also help in making strategic decisions as it is used by the managers to determine industrys competitive structure. Porter ignored, however, a sixth significant factor- complementaries. This term refers to the reliance that develops between the companies whose products work is in combination with each other. Strong complementors might have a strong positive effect on the industry. Also, the five forces model overlooks the role of innovation as well as the significance of individual firm differences. It presents a stagnant view of competition.
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INTRODUCTION TO LUX SOAP
Lux stands for the promise of beauty and glamour as one of India's most trusted personal care brands. Since its launch in India in the year 1929, Lux has offered a range of soaps in different colors and world class fragrances. Lux is a beauty soap of film stars. Lux soap was first launched in 1916 as laundry soap targeted specifically at 'delicates'. Lever Brothers encouraged women to home launder their clothes without fear of satins and silks being turned yellow by harsh lyes that were often used in soaps at the time. The flake-type soap allowed the manufacturer some leeway from lye because it did not need to be shaped into traditional cake-shaped loaves as other soaps were. The result was a gentler soap that dissolved more readily and was advertised as suitable for home laundry use. Lux toilet soap was introduced in 1925 as bathroom soap. The name 'Lux' was chosen as a play on the word "luxury." Lux has been marketed in several forms, including bar and flake and liquid (hand wash, shower gel and cream bath soap). Lux in step with the changing trends and evolving beauty needs of the consumers, offers an exciting range of soaps and Body Washes with unique elements to make bathing time more pleasurable. One can choose from a range of skincare benefits like firming, fairness and moisturizing. From the 1930s right through to the 1970s, Lux soap colors and packaging were altered several times to reflect fashion trends. In 1958 five colors made up the range: pink, white, blue, green and yellow. People enjoyed matching their soap with their bathroom colors. In the early 1990s, Lux responded to the growing trend away from traditional soap bars by launching its own range of shower gels, liquid soaps and moisturizing bars. Lux beauty facial wash, Lux beauty bath and Lux beauty shower were launched in 1992. In 2004, the entire Lux range was re-launched in the UK to include five shower gels, three bath products and two new soap bars. 2005 saw the launch of three exciting new variants with dreamy names such as Wine & Roses bath cream, Glowing Touch and Sparkling Morning shower gels. specifically at 'delicates'. Lever Brothers encouraged women to home launder their clothes without fear of satins and silks being turned yellow by harsh lyes that were often used in soaps at the time. The flake-type soap allowed the manufacturer some leeway from lye because it did not need to be shaped into traditional cake-shaped loaves as other soaps were.
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The result was a gentler soap that dissolved more readily and was advertised as suitable for home laundry use Lux is currently a product of Unilever. The name "Lux" was chosen as the Latin word for "light" and because it was suggestive of "luxury." Lux soap was introduced as bathroom soap in the US in 1925 and in the UK in 1928 as a brand extension of Lux soap flakes. Subsequently Lux soap has been marketed in several forms, including hand wash, shower gel and cream bath soap. Lux soap was launched in India in 1929. The very first advertisement in 1929 featured Leela Chitnis as its brand ambassador. It was branded in India as "the beauty soap of film stars'. As of June 2009 Lux is sold in over 100 countries.
COMPANY OVERVIEW
Hindustan Unilever Limited at a glance Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods compay,touching the lives of two out of three Indians with over 20 distinct categories in home & personal care products and food & beverages. They endow the company with a scale of combined volumes of about 4 million tones and sales of over Rs. 13,000 crore. HUL is also one of the country's largest exporters; it has been recognized as a Golden Super Star Trading House by the Government of India. HUL was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd. It is headquartered in Mumbai, India and has employee strength of over 15,000 employees and contributes for indirect employment of over 52,000 people. The company was renamed in June 2007 to Hindustan Unilever Limited.
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History of Lux soap

Lux soap first produced in United Kingdom in 1899. It was produced by British company name Lever Brothers. Lever Brothers was founded in 1885 by William Hesketh Lever and his brother James. They using glycerin and vegetable oil such as palm oil to manufacture soap called Sunlight Soap. The flaked version of soap called Lux soap. Glycerin was a lucrative byproduct of the soap making process, and by the end of 1886, Lever brothers also had a glycerin factory.Lever opened their small office in New York in 1895. The company started selling Sunlight and Lifebuoy but did not doing well until 1916. Lux soap was first launched in United States in 1916. The Lux trademark was registered in United States in 1990. Lux soap was launched in India in 1929. The soap's very first advertisement featured actress Leela Chitnis as its brand ambassador. It was popularly known as 'the beauty soap of film stars.' From 1930s right through 1970s, Lux soap colors and packaging were altered several times to reflect fashion trends. In 1958 five colors were made up the range: pink, white, blue, green and yellow. In 1990s, Lux launching its own range of shower gels, liquid soaps and moisturising bars. Today, Lux soap is sold in 100 countries and sales billion euros in 2005 alone. History of Lux soup
From 1930s right through 1970s, Lux soap colors and packaging were altered several times to reflect fashion trends. In 1958 five colors were made up the range: pink, white, blue, green and yellow. In 1990s, Lux launching its own range of shower gels, liquid soaps and moisturising bars. Today, Lux soap is sold in 100 countries and sales achieved 1.0 billion euros in 2005 alone.
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About Vivel Soaps

ITC Limited ITC is one of India's foremost private sector companies and a diversified conglomerate with interests in FMCG, Hotels, Paperboards and Packaging, Agri Business and Information Technology. With a market capitalisation of nearly US $ 30 billion and a turnover of over US $ 6 billion, ITC has been rated among the World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine, and among India's Most Valuable Companies by Business Today. It has been ranked as the world's sixth largest 'sustainable value creator' among consumer goods companies globally, according to a report by the Boston Consulting Group (BCG). ITC's diversification is powered by a robust corporate strategy designed to unleash multiple drivers of growth. It's time tested core competencies, namely unmatched distribution reach, superior brand building, effective supply chain management and acknowledged service skills in hoteliering have provided ITC the springboard to create new epicenters of growth. If you have any query regarding information in the press releases, please contact the company listed in the press release itself. Please do not call India PRwire, we will be unable to assist you with your inquiry. Vivel Soaps offers a unique value proposition by combining ingredients that are known for specific skin benefits and Vivel's ActiPro N formulation to provide 'Total Care' through Nourishment, Protection and Moisturisation. Vivel soaps comprise of a basket of variants which includes Vivel Young Glow, enriched with Vitamin E and Fruit Infusions for youthful glowing skin; Vivel Satin Soft, enriched with Vitamin E and Aloe Vera for beautifully soft skin and Vivel Sandal Sparkle, enriched with Sandalwood Oil and Active Clay (Multani Mitti) for clear skin. In addition to this, Vivel Deo Spirit Soap, targeted at the vivacious, modern and trendy youth of today, promises freshness that gives consumers the confidence to get close.
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SANTOOR SOAP
Santoor, the flagship sandalwood soap brand of Wipro Consumer Care and Lighting (WCCL) the FMCG division of IT major Wipro has become the largest soap brand in South India. WCCL closed the first quarter with a 29% increase in profit before interest and tax (PBIT) to clock Rs 78.7 crore, against Rs 60.9 crore in the year-ago period. Santoor has notched up a market share of 15.1% (value terms) in South India in the first quarter, according to market research agency AC Nielsens figures. This was achieved on the back of a strong distribution network and communication in rural areas, president of WCCL, Vineet Agarwal, said. At the all-India level, Santoor continues to be the third largest soap brand with a 7.5% value market share in the first quarter of fiscal 2009-10. We have been growing faster than the entire soaps category. While the soaps market grew 10% in the quarter, we grew 18%. Overall we are at least 1.5% ahead of competition, Agarwal told ET. For the quarter to June 31, 2009, WCCL reported earnings of Rs 546.3 crore compared with Rs 512.7 crore, a growth of 6.55%. The household business including soaps, baby products and lighting grew 14%. This was powered by an 18% growth in Santoor, a 30% growth in ayurvedic-soap Chandrika and home lighting also saw some surge in business. WCCLs business contributed 9% to total revenue and 7% to the PBIT for the April-June quarter. The institutional segment, which accounts for 18% of WCCLs business, remained damp. In the past two weeks, we have received two sizeable orders from MNCs for our office modular furniture. The focus is on offering designer furniture products at the premium segment and new designs in the popular range to compete in smaller towns and rural areas, Mr Agarwal, said. WCCL has also strengthened its focus on green buildings, smaller towns and infrastructure projects for commercial lighting.
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The FMCG divisions operating margins increased from 11.9% to 14.4% in the first quarter. Our margins have grown because we have managed to hold on to prices inspite of competitive pressures. Besides improving cost structures, our raw material purchases have been at the lowest market prices. We had also deferred investment to re-launch several Unza products, internationally, which will show up in the second-quarter figures, Mr Agarwal, added. WCCL, which acquired Singapore-based personal care company Unza Holdings in 2007, has witnessed 13% growth from this entity. Vietnam drove growth for Unza, with a 45% rise, while China and Indonesia also reported robust figures. Malaysia and Singapore, which has seen a 3-6% contraction in GDP, witnessed muted growth. In India, WCCLs premium bath & body range across Enchanteur and Romano brands, however, did not beat expectations due to the dependence on modern trade.
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IMPORTANCE OF COMPETITORS COMPARISION STUDY

In the first years of the new Millenium, we see a lot of examples
competitors comparision study

What are the driving forces causing companies to seek new and weird ways to change the product so they can keep selling more? 1. The intensity of competition - the Competitive Environment, in a globalized community of businesses all interlinked, it becomes easier and easier to copy other people's products, especially consumer electronics- so once you have launched a new product - there is a very short time before someone else will make a knock-off copy, or even make a slight improvement to capture your customers. 2. The continued advances in technology, the Technological Environment. Technology makes it easier and easier to copy other products. Also, advanced in technology make it more possible to have to features to add on to a product that is several months old 3. The Economic Environment - the need for companies to make more money selling a product (maybe because the cycle was too short) 4. The Social / Cultural Environment - after the product has been used by the early adopters, it might the possible that other customer groups have slightly different uses, and this can be accomodated if the product packaging or features are altered slightly to make it more appealing to other demographics.
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Scope of the study

The study is going to be conducted in the Adoni city. It is intended to provide information about customers behavior towards HUL. Adoni is a major commercial town in our state it is a district head quarter. It is located at about 100 KM from city kurnool the population of city is around 3.5 to 4 lakhs it is industrially will developed city and is the famous for cotton and textile Mills . It is also a prominent trade center. It is also well known center for education in our state with facilities for all areas of education.
The city projects a balanced development. People of all income levels and from all sorts of cultural background are found in the city. So study is conducted in and around Adoni city.
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Need for study:

He should design the product in such a way that the product will satisfy customers. He should know the behaviour of customers towards a product, to be successful in marketing. Behaviour is the mental set in the minds of customers regarding the products. The Marketer should also position the product in the minds of customers so that it should be viewed favorable one by customers. Positioning is the act of designing the companys offer products/ services so that the target market understands and appreciates what the company stands for in relation to its competitors. The companys positioning must be rooted it in an understanding of how the target market defines value and makes choice among the available alternatives. As a number of competitors are increasing in the hair care market, the task of marketing of consumer goods is becoming more & more difficult. Measuring customer attitude and molding it in the companys favour is a very essential in this context analysis of customer attitude towards of HUL. For the marketing cycle, the Internet can be used to enable direct nonfiltered messages to and from the public, businesses, consultants, and the press. Much like traditional advertising, it can achieve marketing objectives such as improving corporate and product brand image awareness.
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Objective of the Study:
The study was designed to provide information helpful to ITC in planning and implementing marketing strategies. More specifically this analysis attempts to provide information to the following. *To know to competitive environment in the soap industry *To compare competition level between lux and vivel, Santoor *To Compare the distribution channel about Lux and vivel, Santoor *To redesign the marketing strategies. *To find out the customer satisfaction between Lux,Vivel and Santoor.
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Data collection Method:

Primary data: Personal interviews will be conducted with the main dealer of HUL in Adoni city, followed by a specific questionnaire administration designed to obtain data from respondents or customers to understand behaviour towards the products. Secondary data: The secondary information needed for the project was obtained from books and Internet.
Data Analysis:
Analysis means, resolving into simple elements, Analysis of data is noting but processing of raw data into a form of useful information to user. After the collection of data it is very important to classify the data into simple term so that one can understand the information in the study. Along with analysis it is also important to interpret the data. Interpretation means explanation of meaning. It involves drawing inference from the analysis of the data. Analysis & interpretation are closely interlinked. Analysis & interpretation helps the researcher to give suggestion for problem in hand & also conclude the wor
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Research Methodology:
A questionnaire is prepared considering the objective of the research. The questionnaire is self-administered and consists of multiple choices, open ended and dichotomous questions. Directly contacting the respondents and explaining them about the research purpose and also clarifying the respondents and explaining if any in the questionnaire collect information. After clarification the respondents were asked to answer all the questions, which are relevant to him/her.
Sample Design
Sampling unit: The customers intend to be administered with the questionnaire were prospects and existing customers who use HUL products in Adoni. Sampling method: Non-probability (Convenience) Sampling size: 76. Sampling area: Adoni city.
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Limitations of the Study:
This study is carried out on consumers who are human beings. Human beings have tendency to artificially answer when they know that they are being observed. So there is a possibility customers or respondents may behave artificially when they know that their attitudes, opinions, beliefs are being studied.
The sample size comprises to only 76.
The study is restricted to only Adoni City and the findings may not be applicable to other geographical locations.
Since the information provided by the customers is assumed to be factual, their validity is not questioned.
Behaviour are not permanent.
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INTRODUCTION OF HUL
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 Home & Personal Care Products and Foods & Beverages. The companys Turnover is Rs. 17,523 crores (for the financial year 2009 - 2010)
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HUL is a subsidiary of Unilever, one of the worlds leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about 40 billion in 2009 Unilever has about 52% shareholding in HUL. Hindustan Unilever was recently rated among the top four companies globally in the list of Global Top Companies for Leaders by a study sponsored by Hewitt Associates, in partnership with Fortune magazine and the RBL Group. The company was ranked number one in the Asia-Pacific region and in India. The mission that inspires HUL's more than 15,000 employees, including over 1,400 managers, is to help people feel good, look good and get more out of life with brands and services that are good for them and good for others. It is a mission HUL shares with its parent company, Unilever, which holds about 52 % of the equity.
Company history
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods (FMCG). Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.
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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 52.10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986 Since the very early years, HUL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalisation 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.
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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 Icecream 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 Icecream Group families and in 1995 the Milkfood 100% Icecream 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.
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In 2003, HUL acquired the Cooked Shrimp and Pasteurised 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 2000s. 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 share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark the same year followed by Wheel which crossed the Rs.2,000 crore sales milestone in 2008. On 17th October 2008 , HUL completed 75 years of corporate existence in India.
COMPANY DEVELOPMENTS
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YEAR MILESTONES 1888 1895

1902 1903 1905 1913 1914 1918 1922 1924 1925 1926 1930 1931 1932 1933 1934 1935 1937 1939
Sunlight soap introduced in India.

Lifebuoy soap launched; Lever Brothers appoints agents in Mumbai, Chennai, Kolkata, and Karachi. Pears soap introduced in India. Brooke Bond Red Label tea launched. Lux flakes introduced. Vim scouring powder introduced. Vinolia soap launched in India. Vanaspati introduced by Dutch margarine manufacturers like Van den Berghs, Jurgens, Verschure Creameries, and Hartogs. Rinso soap powder introduced. Gibbs dental preparations launched. Lever Brothers gets full control of North West Soap Company. Hartogs registers Dalda Trademark. Unilever is formed on January 1 through merger of Lever Brothers and Margarine Unie. Hindustan Vanaspati Manufacturing Company registered on November 27; Sewri factory site bought. Vanaspati manufacture starts at Sewri. Application made for setting up soap factory next to the Vanaspati factory at Sewri; Lever Brothers India Limited incorporated on October 17. Soap manufacture begins at Sewri factory in October; North West Soap Company's Garden Reach Factory, Kolkata rented and expanded to produce Lever brands. United Traders incorporated on May 11 to market Personal Products. Mr. Prakash Tandon, one of the first Indian covenanted managers, joins HVM. Garden Reach Factory purchased outright; concentration on building up Dalda Vanaspati as a brand. Agencies in Mumbai, Chennai, Kolkata and Karachi taken over; company acquires own sales force.
1941
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1942 1943 1944 1947 1951 1955 1956 1957 1958 1959 1961 1962 1963 1964 1965 1966 1967 1968 1969 1971 1973 1974
Unilever takes firm decision to "train Indians to take over junior and senior management positions instead of Europeans". Personal Products manufacture begins in India at Garden Reach Factory. Reorganisation of the three companies with common management but separate marketing operations. Pond's Cold Cream launched. Mr. Prakash Tandon becomes first Indian Director. Shamnagar, Tiruchy, and Ghaziabad Vanaspati factories bought. 65% of managers are Indians. Three companies merge to form Hindustan Lever Limited, with 10% Indian equity participation. Unilever Special Committee approves research activity by Hindustan Lever. Research Unit starts functioning at Mumbai Factory. Surf launched. Mr. Prakash Tandon takes over as the first Indian Chairman; 191 of the 205 managers are Indians. Formal Exports Department starts. Head Office building at Backbay Reclamation, Mumbai, opened. Etah dairy set up, Anik ghee launched; Animal feeds plant at Ghaziabad; Sunsilk shampoo launched. Signal toothpaste launched; Indian shareholding increases to 14%. Lever's baby food, more new foods introduced; Nickel catalyst production begins; Indian shareholding increases to 15%. Statutory price control on Vanaspati; Taj Mahal tea launched. Hindustan Lever Research Centre opens in Mumbai. Mr. V. G. Rajadhyaksha takes over as Chairman from Mr. Prakash Tandon; Fine Chemicals Unit commissioned at Andheri; informal price control on soap begins. Rin bar launched; Fine Chemicals Unit starts production; Bru coffee launched Mr. V. G. Rajadhyaksha presents plan for diversification into chemicals to Unilever Special Committee - plan approved; Clinic shampoo launched. Mr. T. Thomas takes over as Chairman from Mr. V. G. Rajadhyaksha. Pilot plant for industrial chemicals at Taloja; informal price control on soaps withdrawn; Liril marketed. Ten-year modernisation plan for soaps and detergent plants; Jammu project work begins; statutory price control on Vanaspati and baby foods withdrawn; Close-up toothpaste launched. Construction work of Haldia chemicals complex begins; Taloja chemicals unit begins functioning.
1975
1976
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DEPT. OF MANAGEMENT
CHAPTER-3
2002 197 7
1978 2003 1979
HUL enters Ayurvedic health & beauty centre category the Ayush range and Jammu synthetic Detergents plant inaugurated; Indianwith shareholding increases to Ayush 18.57%. Therapy Centres. Indian shareholding to 34%; Fair & Lovely skin cream launched. Launch of Hindustan increases Lever Network; acquisition of the Amalgam Group Sodium of Tripolyphospateiplant at Haldia commissioned. Launch "Pureit" water purifiers
2005
1980 2006 1982 1984
Sunsilk 23to new variants across two new premium product lines. Sunsilk companyintroduces comes down 51%. colour shine, Sunsilk hair expert and vipul chawla, category head, hair care. Kitchen Government allowswith 51%Easy Unilever shareholding. cleaning segment Off Bang.
Foods, Animal Feeds businesses transferred to Lipton.
Dr. A. S. Ganguly takes over as Chairman from Mr. T. Thomas; Unilever shareholding in the
2007 1986
1988
Yahoo! India unit joined hands with HULs Dove to- launch the of Dove Haircare Range in Agri-products at Hyderabad starts functioning first range hybrid seeds comes out; May Khamgaon 2007.Soaps unit and YavatmaliPersonal Products unit start production.
Launch of Lipton Taaza tea.
2008
1990 1991 1992
Introduce a range of nutritional drinks and snacks for children in early 2008 under its Mr. S. M. Datta takes over as Chairman from Dr. A. S. Ganguly. Amaze brainfood brand. Kitchen cleaning segment with Cif. Cif is 50-year-old Surf Ultra detergent brand with a host oflaunched. surface cleaning products
HUL recognised by Government of India as Star Trading House in Exports. HUL's largest competitor, Tata Oil Mills Company (TOMCO), merges with the company with effect from April 1, 1993, the biggest such in Indian industry till that time. Merger ultimately accomplished in December 1994; Launch of Vim bar; Kissan acquired from the UB Group.
1993
1995
HUL and Indian cosmetics major, Lakme Ltd., form 50:50 joint venture - Lakme Lever Ltd.; HUL enters branded staples business with salt; HUL recognised as Super Star Trading House. Mr. K. B. Dadiseth takes over as Chairman from Mr. S. M. Datta; Merger of Group company, Brooke Bond Lipton India Limited, with HUL, with effect from January 1; HUL introduces branded atta; Surf Excel launched. Unilever sets up International Research Laboratory in Bangalore; new Regional Innovation Centres also come up. Group company, Pond's India Ltd., merges with HUL with effect from January 1, 1998. HUL acquires Lakme brand, factories and Lakme Ltd.'s 50% equity in Lakme Lever Ltd. Mr. M. S. Banga takes over as Chairman from Mr. K. B. Dadiseth, who joins the Unilever Board; HUL acquires 74% stake in Modern Food Industries Ltd., the first public sector company to be disinvested by the Government of India.
1996
1997 1998
2000
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CHAPTER-3
Company achievements
Awarded Customer and Brand Loyalty Award by Business India & Business Standard in 2009 Awarded for Best Corporate Social Responsibility Practice at the Social & Corporate Governance Awards 08-09 by BSE, Nasscom Foundation and Times Foundation Awarded in the Category 'FMCG Manufacturing Supply Chain Excellence' at the Third Express, Logistics & Supply Chain Awards by APL Logistics, Indiatimes, Mindscape, Business India Group in 2009 Our Orai unit received the Gold Excellence award and the Khalilabad unit received the Silver Excellence award in the environment category by Greentech Foundation in 2009
CHAPTER-3
HUL's Goa factory won a Gold Trophy at the Greentech Awards in 2009 the manufacturing sector category for their outstanding work in Safety Management Project Shakti won the Silver Trophy at the EMPI-Indian Express Indian Innovation Awards, 2009 Kwality Wall's Swirl's awarded 'The Franchisor of the year' for the Ice-cream parlour category by Franchise India in 2009 . Six HUL brands (Lux, Lifebuoy, Clinic Plus, Pond's, Fair & Lovely and Pepsodent) feature in the top 10 and eight in the top 20. All together there are 17 HUL brands among the 100 most trusted brands in the 2010 survey. Additionally, five HUL brands (Fair & Lovely, Lifebuoy, Lux, Pepsodent and Ponds) featured in the list of ten Hall of Fame brands. This recognition was accorded to brands which consistently ranked high in the survey over the last 10 years since its inception. In 2009, three HUL brands featured in the top ten, and seven in the top twenty. Received CNBC AWAAZ Consumer Awards in six categories for 2010: - Green Company of the Year - Value for Money Brand of the Year - Ad Effectiveness Award - Marketer of the Year award across all categories - Most Preferred Personal Care Company in FMCG category (for the third consecutive year) - Most Preferred Home care Company in FMCG category (for the third consecutive year)
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CHAPTER-3
HUL was felicitated for receiving the highest number of patents in the year 2009 at Annual Intellectual Property Awards 2010. The award was instituted by Confederation of Indian Industry (CII) in association with Department of Industrial Policy & Promotion (DIIP) and Intellectual Property India (IPI) in New Delhi. Consumers: Making a difference through our brands Making a difference through our brands Despite advances in science and increasing prosperity, millions of people still lack access to basic sanitation, nutrition and healthcare. We believe that our brands can grow by addressing some of the most important social and environmental challenges facing the country today. In 2005, we started to embed the sustainability agenda into our brands by using a process called Brand Imprint. It is a rigorous, diagnostic process that analyses the social and economic value, as well as the negative impacts of a brand. This process has been carried out across all our key categories. Social and environmental considerations are now integrated with innovation plans for our major brands. We believe we can make a difference through our brands and behaviour change campaigns in the space of nutrition and hygiene, and by providing consumers, from all income groups, access to a better life
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CHAPTER-3
Company present position:

30-08-2010 : Once again this year HUL brands have topped the Indias Most Trusted Brands Survey rankings. Six HUL brands (Lux, Lifebuoy, Clinic Plus, Pond's, Fair & Lovely and Pepsodent) feature in the top 10 and eight in the top 20. All together there are 17 HUL brands among the 100 most trusted brands in this survey. This year's survey rankings were announced at an awards function held on August 30, 2010 at Mumbai. The Most Trusted Brands from HUL in the top 100 list (their rankings in brackets) are: Lux (3), Lifebuoy (6), Clinic Plus (7), Pond's (8), Fair & Lovely (9), Pepsodent (10), Close Up (11), Rin (13), Surf (26), Wheel (29), Vaseline (30), Sunsilk (33), Vim (61), Dove (67), Lakm (79), Pears (86) and Hamam (92). Several of HUL brands have shown significant increase in rankings this year compared to last year. For example, Clinic Plus which was ranked 15th last year is 7th this year, Ponds
CHAPTER-3
which was ranked 16th last year is 8th this year while Fair & Lovely which was ranked 18th last year has jumped to 9th this year. Lakm and Hamam which did not feature in last years top 100 list have made an entry this year. As this is the 10th year of the survey, they have also announced Hall of Fame featuring brands that have consistently topped the survey since its inception. Five out of the ten brands in the Hall of Fame are HUL brands. These are: Fair & Lovely, Lifebuoy, Lux, Pepsodent and Ponds (in alphabetical order). HUL brands have consistently featured and have dominated the list of Indias Most Trusted Brands. The Most Trusted Brands survey is conducted by The Nielsen Company for Brand Equity nation-wide with over 8,000 respondents across socio-economic classes, age, income and geography
Company structure
Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) Company. It is present in Home & Personal Care and Foods & Beverages categories. HUL has about 15,000 employees, including over 1400 managers The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the companys nationwide operations.
Board of Directors
The Board of Directors as repositories of the corporate powers act as a guardian to the Company as also the protectors of shareholders interest.
CHAPTER-3
This Apex body comprises of a Non- Executive Chairman, four whole time Directors and five Independent Non Executive Directors. The Board of the Company represents the optimum mix of professionalism, knowledge and experience. Mr. Harish Manwani - Chairman Mr. Harish Manwani (55), assumed charge as the Non-Executive Chairman of the Company with effect from 1st July, 2005. Mr. Nitin Paranjpe - CEO and Managing Director Mr. Nitin Paranjpe (46), after obtaining a degree in BE (Mechanical) and MBA in Marketing (JBIMS) from Mumbai, joined the Company as a management trainee in 1987. Mr. R. Sridhar - Chief Financial Officer Mr. Sridhar Ramamurthy (45) is a Chartered Accountant (Gold Medallist) as well as a Cost Accountant and Company Secretary. Mr. Gopal Vittal - Executive Director, Home & Personal Care Mr. Gopal Vittal (42), an alumnus of Madras Christian College, completed his MBA from IIM, Calcutta. Mr. Vittal has 18 years experience in Marketing & Sales in FMCG market including Skin Care, Soaps and Laundry. Mr Pradeep Banerjee - Executive Director, Supply Chain Mr Pradeep Banerjee (51) joined HUL as a Management Trainee in 1980. Mr. D. S. Parekh - Independent Director Mr. D. S. Parekh (64), is a B.Com graduate and holds a FCA degree from England and Wales. Mr. Parekh has held senior positions in Grindlays and Chase Manhattan
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CHAPTER-3
Mr. A. Narayan - Independent Director Mr. A. Narayan (57), joined ICI India as a Management Trainee in 1973 and grew through diverse functions and businesses before being appointed as the Managing Director of ICI India in 1996. Mr. S. Ramadorai - Independent Director Mr. S. Ramadorai (64), is the Chief Executive Officer and Managing Director of Tata Consultancy Services Limited; Chairman of Tata Technologies Limited and Chairman of CMC Limited. Dr. R. A. Mashelkar - Independent Director Dr. R. A. Mashelkar (66), is presently the President of Global Research Alliance, a network of publicly funded R&D institutes from Asia-Pacific Europe and USa
Management Committee
The day-to-day management of affairs of the Company is vested with the Management Committee which is subjected to the overall superintendence and control of the Board. The Management Committee is headed by Mr. Nitin Paranjpe and has functional heads as its members representing various functions of the Company Mr. Nitin Paranjpe - CEO and Managing Director Mr. Nitin Paranjpe (46), after obtaining a degree in BE (Mechanical) and MBA in Marketing (JBIMS) from Mumbai, joined the Company as a management trainee in 1987. Mr. R. Sridhar - Chief Financial Officer Mr. Sridhar Ramamurthy (45) is a Chartered Accountant (Gold Medallist) as well as a Cost Accountant and Company Secretary.
CHAPTER-3
Mr. Shreejit Mishra - Executive Director, Foods Mr. Shreejit Mishra (44), joined HUL on June 1st 1987. His 20 year experience in the company comprises of stints in General Management, Marketing Innovation and Activation, Brand & Services Development, Sales Management and Project Management. Mr. Gopal Vittal - Executive Director, Home & Personal Care Mr. Gopal Vittal (42), an alumnus of Madras Christian College, completed his MBA from IIM, Calcutta. Mr. Vittal has 18 years experience in Marketing & Sales in FMCG market including Skin Care, Soaps and Laundry. Mr. Hemant Bakshi - Executive Director Mr. Hemanth Bakshi (44) joined the Company in June 1989 and has worked in various sales and marketing assignments spanning across Personal Products and Home Care categories. Mr Pradeep Banerjee - Executive Director, Supply Chain Mr Pradeep Banerjee (51) joined HUL as a Management Trainee in 1980. Ms. Leena Nair - Executive Director, HR Ms. Leena (40) is an Electronic Engineer who discovered her passion for people and HR and switched lanes. She is a gold medalist and MBA in HR from XLRI, Jamshedpur. Mr Dev Bajpai Executive Director, Legal and Company Secretary Mr Dev Bajpai (44) is a Fellow Member of the Institute of Company Secretaries of India and has a law degree from University of Delhi.
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CHAPTER-3
Purpose & principles

Our corporate purpose states that to succeed requires "the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact." Always working with integrity Conducting our operations with integrity and with respect for the many people, organisations and environments our business touches has always been at the heart of our corporate responsibility. Positive impact We aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society. Continuous commitment We're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business. Setting out our aspirations Our corporate purpose sets out our aspirations in running our business. It's underpinned by our code of business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports our approach to governance and corporate responsibility. Working with others We want to work with suppliers who have values similar to our own and work to the same standards we do. Our Business partner code, aligned to our own Code of business principles, comprises ten principles covering business integrity and responsibilities relating to employees, consumers and the environment.
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CHAPTER-3
Our vision
Unilever products touch the lives of over 2 billion people every day whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack. A clear direction The four pillars of our vision set out the long term direction for the company where we want to go and how we are going to get there: We work to create a better future every day
We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. We will inspire people to take small everyday actions that can add up to a big difference for the world. We will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact. We've always believed in the power of our brands to improve the quality of peoples lives and in doing the right thing. As our business grows, so do our responsibilities. We recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
1) Which product comes to your mind when you think about soap industry? TABLE-1 Particulars Lux Vivel Santoor Others Total Frequency 40 10 15 10 76 Percentage 53 14 20 13 100
GRAPH-1
60 50 40 30 20 10 0 Lux Vivel Santoor Others
DATA INTERPRITATION: Here the respondents are 76 members. Out of 76 members 53 are use Lux soap,14 are use vivel soap,20 are use santoor soap and remaning are use other soaps.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
2) How do you came to know about Lux? TABLE-2 Particulars Print media Eletronic media Hlodings Others Total GRAPH-2 Frequency 10 55 00 11 76 Percentage 13 73 00 14 100
DATA INTERPRITATION: Here the respondents are 76 members. Out of 76 members,10 members are come to know about lux through print media,55 members through electronic media and 14 members from others.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
3)Why you prefer Lux soap? Table-3 Particulars Brand image Price Quality Design Total GRAPH-3 Frequency 20 10 40 06 76 Percentage 26 13 53 8 100
60 50 40 30 20 10 0 Brand image Price Quality Design
Data interpretation: Here the respondents are 76 members. Out of 76 members,10 members are come to know about lux through print media,55 members through electronic media and 14 members from others.
4) Are you agree with price of lux soap compare to vivel & santoor?
CHAPTER 4& 5
TABLE-4
Particular Yes No Total Frequency 38 38 76 Percentage 50% 50% 100%
GRAPH-4
50 45 40 35 30 25 20 15 10 5 0
Yes
No
Data interpretation: Here the respondents are 76 members. Out of 76 members, 38 members are satisfied with present price of lux soap and the remaining 38 members are not satisfied.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
5) How do you rate the lux quality & quantity compare with vivel & santhoor? TABLE-5 Particular Good Very Good Bad Verybad Total GRAPH-5
60 50 40 30 20 10 0 Good Very Good Bad Very bad
Frequency 12 40 11 13 76
Percentage 16% 53% 14% 17% 100%
Data interpretation: Here the respondents are 76 members. Out of 76 members,12 members are lux quality & quantity compare with vivel & santhoor are good,40 members are very good,11 member are bad and the remaining 13 member are very bad.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
6) How do you rate the lux advertisement compare with vivel & santoor? TABLE-6 Particulars Good Very Good Bad Very bad Total GRAPH-6
70 60 50 40 30 20 10 0 Good Very good Bad Very bad
Frequency 05 14 50 07 76
Percentage 6% 18% 66% 9% 100%
Data interpretation: Here the respondents are 76 members. Out of 76 members,5 members are like the advertisement of lux soap,14 members are very good.50 members are bad and the remaining 7members are very bad.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
7) Are you satisfy with lux about available sizes compare with vivel & santoor? TABLE-7
Particulars Yes No Total Frequency 69 10 76 Percentage 91% 9% 100%
GRAPH-7
100 90 80 70 60 50 40 30 20 10 0
Yes
No
Data interpretation:
Here the respondents are 76 members. Out of 76 members, 69 members are like the size and the remaining 08 members are not like
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
8) How do you rate the lux promotional activities compare with vivel & santoor? TABLE-8
Particulars Good Very Good Bad Very Bad Frequency 06 11 42 17 76 Percentage 8% 14% 55% 22% 100%
GRAPH-8
60 50 40 30 20 10 0 Good Very good Bad Very bad
Data interpretation: Here the respondents are 76 members. Out of 76 members,06 members are accept the promotional activities,11 members are very good,42 members are bad and the remaining 17 members are very bad
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
9) How do rate the lux color & flavor compare with vivel & santoor? TABLE-9 Particulars Yes No Total GRAPH-9 Frequency 67 9 76 Percentage 88% 12% 100%
90 80 70 60 50 40 30 20 10 0
Yes
No
Data interpretation: Here the respondents are 76 members. Out of 76 members,67 members are satisfied with the color & flavour of lux and the remaining 09 members are not satisfied
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
10) How do you rate the availability of lux compare in different stores? TABLE-10 Particulars Good Bad Total GRAPH-10
80 70 60 50 40 30 20 10 0 Good Bad
Ferquency 60 16 76
Percentage 78% 21% 100%
Data interpretation:
Here the respondents are 76 members. Out of 76 members,60 members availability of the lux soap in the stores and the remaining 16 members are not.
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
11)Do you observe any change of quality in lux compare to vivel & santoor? TABLE-11 Particulars Yes No Total GRAPH-11 Frequency 43 33 76 Percentage 56% 43% 100%
60 50 40 30 20 10 0 Yes No
Data interpretation: Here the respondents are 76 members. Out of 76 members, 43 members are observe change the quality of lux and the remaining 33 members are not observed.
12) How do you rate the lux package compare with vivel & santoor?
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
TABLE-12 Particulars Good Bad Total GRAPH-12 80 70 60 50 40 30 20 10 0 Good Bad Frequency 58 18 76 Percentage 76% 24% 100%
Data interpretation: Here the respondents are 76 members.58 members are satisfied with the lux package and the remaining 18 members are not.
13) Are you expecting any offers in lux soap campare with vivel & santoor? TABLE-13
CHAPTER 4& 5
Particulars Yes No Total GRAPH-13
Frequency 60 16 76
Percentage 79 21 100
80 70 60 50 40 30 20 10 0 Good Bad
DATA INTERPRETATION: Here the respondents are 76 members.79 members are expecting offers and remaining 21 are not expecting .
14) Can you suggest the Lux product to others?
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
Table-14 Particulars Yes No Total GRAPH-14 Frequency 68 08 76 Percentage 89 11 100
90 80 70 60 50 40 30 20 10 0
Yes
No
DATA INTERPRETATION: Here the respondents are 76 members.68 members are suggest to others and remaining are not suggest to others.
15)Any suggestions? TABLE-15
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DEPT. OF MANAGEMENT
CHAPTER 4& 5
Particulars Yes No Total GRAPH-15
Frequency 45 31 76
Percentage 59 41 100
60 50 40 30 20 10 0 Yes No
Data Interpretation: Here respondents are 76 members. Out of 76 members 45 are given their suggestions and remaining are not .
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DEPT. OF MANAGEMENT
CHAPTER-6
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DEPT. OF MANAGEMENT
CHAPTER-6
SUMMARY
40 members are preference to lux,13 members are vivel,20 members are santoor and the remaining 10members are prefer to other soaps. 10 members are come to know about lux through print media,55 members through electronic media and 14 members from others.
20 members are prefer to lux soap through brand image,10 members through price,40 members through quality and the remaning 6 members through design.
38 members are satisfied with present price of lux soap and the remaining 38 members are not satisfied.
12 members are lux quality & quantity compare with vivel & santhoor are good,40 members are very good,11 member are bad and the remaining 13 member are very bad. 5 members are like the advertisement of lux soap,14 members are very good.50 members are bad and the remaining 7members are very bad.
69 members are like the size and the remaining 08 members are not like.
06 members are accept the promotional activities,11 members are very good,42 members are bad and the remaining 17 members are very bad.
67 members are satisfied with the color & flavour of lux and the remaining 09 members are not satisfied. 60 members availability of the lux soap in the stores and the remaining 16 members are not.
33 members are 43 members are observe change the quality of lux and the remaining not observed.
CHAPTER-6
58 members are satisfied with the lux package and the remaining 18 members are not.
60 members are expected offers of lux soap and the remaining 16 members are not.
68 members suggest for lux soap and the remaining 08 members are not.
45 members givec suggestions and the remaining 31 members are not gived.
Findings
1) Lux soap is liked by 53% of members. 2) The lux soap is know by the 72% of members through electronic media. 3) So many people are prefer the quality & quantity of lux soap. 4) half of the members are accept the price of lux soap. 5) The quality & quantity of lux soap is very good.So many members are sastify the quality & quantity of lux soap. 6) Advertisement of lux soap not percentage is 65%. 7) The availability and sizes of lux soap are liked by 90.78% of members. 8) The percentage of people who do not like the promotional activity of lux soap 55.26%. 9) The percentage of people who accept the color and flavor of lux soap is 88.15%. 10) The availability of lux soap is accept by 78%. 11) The change in quality of lux soap is observed by 56.57%of total customers. 12) The percentage of people who are sastified with lux soap package is 76%. 13)so many people are waiting for lux soap offer .
good so many people are not sastify & the
CHAPTER-6
14)The percentage of people who suggest others to use lux soap is 89%. 15)The percentage of people who suggest about modification is 59.2%
Suggestion
1) To increase the promotional activity. 2) Decrease the price rate of lux soap. 3) Lux soap add give in news paper also. 4) To increase the lux soap flavours. 5) And also change the design of lux soap. 6) Do not change the frange of lux soap. 7) Introduction new schems and offers for young stars.
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CHAPTER-6
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DEPT. OF MANAGEMENT
BIBLIOGRAPHY
BIBLIOGRAPHY
BOOKS REFERRED: Marketing management : PHILIP KOTTLER Fundamentals of marketing : WILLIAM STANON
WEB SITIES: WWW.Goolge.com WWW.Wikipedia.com
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DEPT. OF MANAGEMENT
QUESTIONNAIRE
QUESTIONNAIRES NAME: AGE: GENDER: QUALIFICATIN: 1) Which product come to your mind when you think about soap industry? a)Lux ( ) c)santoor( ) 2) How do you came to know about Lux? a)Print media( ) c) holdings( ) 3) Why you Prefer Lux soap? a)Brand image( ) c)Quality( ) b)Price( ) d)Design( ) b)Electronic media( ) d)Others( ) b)vivel( ) d)Others( )
4) Are you agree with price of Lux soap campare to vivel and santoor? a)Yes( ) b)No( )
5) How do you rate the Lux soap quality and quantity campare with vivel and santoor? a)Good( ) c)Bad( ) b)Very good( ) d)Very bad( )
6)How do you rate the Lux advertisement campare with vivcel and santoor? a)Good( ) c)Bad( ) b)Very good( ) d)Very bad( )
7)Are you satisfy with Lux about available sizes compare with vivel and santoor? a)Yes( ) b)No( )
8)How do you rate the Lux promotional activities campare with vivel and santoor? a) Good( ) c) Bad( )
b)Very good( ) d)Very bad( )

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QUESTIONNAIRE
9)How do you rate the Lux color and flavor compare with vivel and santoor? a)Yes( ) b)No( )
10)How do you rate the availability of Lux campare with vivel and santoor? a)Good ( ) b)Bad( )
11)Do you observe any change of quality in lux compare to vivel and santoor? a)Yes( ) b)No( )
12)How do you rate the Lux package campare with vivel and santoor? a)Good( ) b)Bad( )
13)Are you expecting any offers in lux soap campare with vtvel and santoor? a)Yes( ) b)No( )
14)Can you suggest the lux products to others? a)Yes( ) 15)Any suggestions? a)Yes( ) b)No( ) b)No( )
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DEPT. OF MANAGEMENT

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COMPTETIOR CAMPARISION STUDY INDEX

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY INDEX

COMPTETIOR CAMPARISION STUDY INDEX

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

Competitor analysis (new)

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

PORTERS FIVE FORCES MODEL

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

INTRODUCTION TO LUX SOAP

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

History of Lux soap

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

About Vivel Soaps

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

IMPORTANCE OF COMPETITORS COMPARISION STUDY

competitors comparision study

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

Scope of the study

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

Need for study:

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

Objective of the Study:

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

Data collection Method:

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

Limitations of the Study:

The sample size comprises to only 76.

Behaviour are not permanent.

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI

COMPTETIOR CAMPARISION STUDY

DR.JYOTHRIMAYI DEGREE COLLEGE, ADONI