A

General Management Project Report

on

A Study on HUL factory in Lote MIDC

Submitted in partial fulfillment for the award of the degree of

Master of Management Studies (MMS)

(Under University of Mumbai)

Submitted By

ABHISHEK MANOHAR AMBRE

(Roll No.61)

Under The Guidance of

Dr. Satish K. Nair

Pillai Institute of Management Studies and Research

New Panvel, Navi Mumbai – 410206

2016-18

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 CERTIFICATE

This is to certify that project titled “A Study on HUL factory in Lote MIDC” is successfully
completed by Mr.Abhishek Manohar Ambre during the IV Semester, in partial fulfillment of
the Master's Degree in Management Studies recognized by the University of Mumbai for the
academic year 2016-2018 through Pillai Institute of Management Studies and Research.

This project work is original and not submitted earlier for the award of any degree / diploma
or associateship of any other University / Institution.

Name: ______________________

Date: ______________________ (Signature of the Guide)

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 DECLARATION

I hereby declare that this Project Report submitted by me to the Pillai Institute of Management

Studies and Research, is a bonafide work undertaken by me and it is not submitted to any

other University or Institution for the award of any degree diploma/ certificate or published

any time before.

Name:

Roll No. : Signature of the student

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 ACKNOWLEDGEMENT

To achieve success in any stage of life there needs to be proper guidance, co-operation and
support by many individuals. Many people have contributed towards making this project a
success.

I express my gratitude to the factory manager of Hindustan Unilever Ltd. (Lote Factory), Mr.
Girish Barve who has given me the opportunity to conduct my project at HUL. To HR manager,
Mr.Vishal Matale for enlightening my knowledge regarding HR for his guiding me all through
the project and sharing rich knowledge during my project study.

I would also like to thank all the staff members of HUL (Lote Factory) for their cooperation,
support and who shared their experiences with me which helped me to achieve the objective
of my project the experience and the knowledge acquired over the interaction with the guide
has been very valuable and will help me in future education and career.

For the sub-staff also, I would like to owe my gratitude.

I also thank my college guide Dr. Satish Nair sir for valuable input in coordination with my
project.

My project was completed in a very supportive and interactive environment and has been a
great learning experiencing. Last but not least I would thank my Family and my Friends for all
the support they have provided.

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 EXECUTIVE SUMMARY

Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch company –Unilever. Both
Unilever and HUL have established themselves well in the Fast-Moving Consumer Goods
(FMCG) category. In India, the company offers many households brands like, Dove, Lifebuoy,
Lipton, Lux, Pepsodent, Ponds, Rexona, Sunsilk, Surf, Vaseline etc. Some of its efforts were
also rewarded when four of HUL brands found place in the ‘Top 10 brands’ list for the year
2008 published in The Economic Times. Unilever was a result of the merger between the Dutch
margarine company, Margarine Unite, and the British soap-maker, Lever Brothers, way back
in 1930. For70 years, Unilever was the undisputed market leader but now faces tough
competition from Proctor & Gamble and Colgate-Palmolive is also known for its strong
distribution network in India. In order to further strengthen its distribution in the rural areas
and to empower the local women, Unlaunched a Project Shakti in 2000 in a district in Andhra
Pradesh. The idea behind this project was to create women entrepreneurs and provide them
with micro-credit and training in enterprise management, which would enable them to create
self-help groups and become direct-to-home distributors of HUL products. Today Project
Shakti is present across 80,000 villages in 15 states and is helping many underprivileged
women earn their livelihood. As the per-capita income of India is increasing along with the
Indian population. So, the future for the FMCG Companies is bright.

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Sr.No Contents Page No
1 Acknowledgement 4
2 Executive Summary 5
3 Industry Analysis
• What are FMCG goods 7
• Growth prospects of FMCG in rural India 8
• Impact of FMCG sector in India 8
• The top ten India FMCG brands 9

4 Company Analysis
• Introduction of HUL 10
• Strengths of HUL 11
• Management structure of HUL 12
• HUL Lote Factory Background 13
• Factory organisation structure of HUL unit Lote 14
• Product made in Lote unit 15-18
• Stakeholder mapping 19-21
• Competitor analysis 22-23
• Market share of detergent as per categories 24
• Market share of Detergent 25
• Soap market 25-26
• SWOT Analysis 27

5 Internal Analysis
• McKinsey 7S Framework of HUL Lote unit 28-29
• Policies Undertaken at HUL (Lote MIDC Factory) 30-32
• The Distribution in Rural Market 33
• HR Practices of HUL unit Lote 34-35
• Employee Engagement 36
• Distribution Network of HUL 37

6 Outcome 38
7 Limitation 39
8 Conclusion 40
9 Personal learning assessment 41
10 References 42

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 Industry Analysis

What are FMCG goods?

FMCG goods are popularly known as consumer-packaged goods. Items in this category include
all consumables (other than groceries/pulses) people buy at regular intervals. The most
common in the list are toilet soaps, detergents, shampoos, toothpaste, shaving products, shoe
polish, packaged foodstuff, and household accessories and extends to certain electronic goods.
These items are meant for daily of frequent consumption and have a high return.

Fast Moving Consumer Goods (FMCG) goods, popularly named as consumer-packaged goods,
play a vital role as a necessity and as an inelastic product. Rural India accounts for 70% of
India’s population, 56% of National Income, 64% of total expenditure and one third of the total
savings. The Indian FMCG sector is the fourth largest sector the economy with a total market
size of Rs. 167,100crs.
The market is estimated to grow to US$ 100 billion by 2025, according to market research firm
Nielsen. In the last decade the FMCG sector has grown at an average of 11% a year; in the last
five years, annual growth accelerated to 17%. The FMCG Industry is characterized by a well-
established distribution network, low penetration levels, low operating cost, lower per capita
consumption and intense competition between the organized and unorganized segments.
FMCGs are slowly and gradually positioning and deeply penetrating in the fast-growing rural
market. The FMCG sector in India continues on a strong growth path with both Urban and
Rural India contributing to its growth. Rural India contributes one third of FMCG sales in India.
Growth driven by increasing consumption led by rise in incomes, changing lifestyles and
favorable demographics.
The following chart shows the composition of FMCG sector across India, with the break-up of
contribution by different categories:
Distribution of the fast-moving consumer goods (FMCG) market in India

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FMCG market in India

FMCG market in India

20%
Food & beverages
46% Personal care
11%
Household care
Other

23%

In FMCG sector most of the Food & Beverages consist of 46% market, Personal category
consist of 23% market, household care consists of 11% market and another category consist of
20% market.
(https://www.statista.com/statistics/742790/india-fmcg-market-segment-distribution/)

Growth prospects of FMCG in rural in rural India

With the presence of 12.2% of the world population in the villages of India, the Indian rural
FMCG market is something no one can overlook. Increased focus on farm sector will boost
rural incomes, hence providing better growth prospects to the FMCG companies. Better
infrastructure facilities will improve their supply chain. The Accenture report goes on to state
that rural incomes have been growing at more than 7% over the past few years, helping to
account for almost 40% of India’s total consumption of goods and services.
FMCG sector is also likely to benefit from growing demand in the market.
Because of the low per capita consumption for almost all the products in the country, FMCG
companies have immense possibilities for growth. And if the companies are able to change the
mind-set of the consumers, i.e. if they are able to take the consumers to branded products and
offer new generation products, they would be able to generate higher growth in the near future.
It is expected that the rural income will rise in future, boosting purchasing power in the
countryside. However, the demand in urban areas would be the key growth driver over the long
term. Also, increase in the urban population, along with increase in income levels and the
availability of new categories, would help the urban areas maintain their position in terms of
consumption. At present, urban India accounts for 66% of total FMCG consumption, with rural
India accounting for the remaining 34%. However, rural India accounts for more than 40%
consumption in major FMCG categories such as personal care, fabric care, and hot beverages.
In urban areas, home and personal care category, including skin care, household care and

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feminine hygiene, will keep growing at relatively attractive rates. Within the foods segment, it
is estimated that processed foods, bakery, and dairy are long-term growth categories in both
rural and urban areas.

Impact of FMCG sector in India:

Employment

• Direct employment is estimated at approximately 6% of turnover, i.e. US$ 1.5 billion4

(Rs. 7,000 crores)

• Approximately 12-13 million retail stores in India, out of which 9 million are FMCG
kirana stores. Thus, the sector is responsible for the livelihood of almost 13 million
people
Fiscal Contribution

• Cascading Multiple Taxes by the FMCG sector (Import duty, service tax, CST, income
tax). 30% revenue of the sector goes into both direct and indirect taxes. Estimated size
of $25 billion (Rs. 120,000 crores), that would constitute a contribution to the
exchequer of approximately US$ 6.5 billion (Rs. 31,000 crores).

Social Contribution

• Create employment for people with lower educational qualifications. FMCG firms have
also undertaken some specific projects to integrate with upcountry and rural areas for
both inputs and for distribution as well as to fulfil CSR.

The top ten India FMCG companies are:

1. Hindustan Unilever Ltd.
2. ITC (Indian Tobacco Company)
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
6. Asian Paints (India)
7. Cadbury India
8. Britannia Industries
9. Procter & Gamble Hygiene and Health Care
10. Marico Industries

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 COMPANY ANALYSIS

Introduction of HUL

Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan Lever Limited, is

India's largest consumer products company and was formed in 1933 as Lever Brothers India
Limited. It is currently headquartered in Mumbai, India. HUL is the market leader in Indian
products such as tea, soaps, detergents, as its products have become daily household name in
India. The Anglo-Dutch company Unilever owns a majority stake in Hindustan Unilever
Limited. Unilever's mission is to add “Vitality to life”. HUL meets every day needs for
nutrition, hygiene, and personal care with brands that help people feel good, look good and get
more out of life. It is a mission HUL shares with its parent company, Unilever, which holds
51.55% of the equity. The rest of the shareholding is distributed among 380,000 individual
shareholders and financial institutions.

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk,
Clinic, Pepsodent, Closeup, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Quality Wall's –
are household names across the country and span many categories - soaps, detergents, personal
products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured
in close to 80 factories. The operations involve over 2,000 suppliers and associates. HUL's
distribution network, comprising about 7,000 redistribution Stuckists, directly covers the entire
urban population, and about 250 million rural consumers. HUL has traditionally been a
company, which incorporates latest technology in all its operations. The Hindustan Lever
Research Centre (HLRC) was set up in 1958, and now has facilities in Mumbai and Bangalore.
HLRC and the Global Technology Centers in India have over 200 highly qualified scientists
and technologists, many with post-doctoral experience acquired in the US and Europe. HUL
believes that an organization’s worth is also in the service it renders to the community is
focusing on health & hygiene education, women empowerment, and water management. It is
also involved in education and rehabilitation of special or underprivileged children, care for
the destitute and HIV-positive, and rural development. HUL has also responded in case of
national calamities / adversities and contributes through various welfare measures, most recent
being the village built by HUL in earthquake affected Gujarat, and relief & rehabilitation after
the Tsunami caused devastation in South India.

HUL Aim:

HUL aim is to build and sustain an efficient work force as a major source an efficient work
force as a major source of competitive straight for our business, and in also doing to perform
well doing to promote the wellbeing of those who work with us".

MISSION:

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Unilever's mission is to add Vitality to life. We meet every day needs for nutrition, hygiene,
and personal care with brands that help people feel good, look good and get more out of life.

VISION:
To earn love and respect of India by making a real difference to every Indian.

HUL Business Composition:

Joint Ventures
· Lakme – Lever: Color Cosmetics and Skin Care

· Kimberly Clark – Lever: Feminine Hygiene, Baby Care, Incontinence Products

· Lever – Johnson: Home Care

· Lever - Gist Brocades: Dry Yeast

Strengths of HUL:

· Understanding the needs of customers and consumers.

· Product innovation.
· Investment in research and development.
· Creative and effective marketing.
· Expertise in manufacturing technology.
· Sharing of expertise.
· International in a local way.
· Organizational structure.
· Short lines of communication.
· Strong financial position.
· Investing for growth.
· Fast growth in emerging markets
· Local understanding
· Decentralized management
· Focus on priority categories and priority regions
· Long term value creation

Top Management 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 and
Group companies have about 15,000 employees, including 1200 managers. The fundamental
principle determining the organization structure is to infuse speed and flexibility in decision-
making and implementation, with empowered managers across the company’s nationwide
operations.

Board Management Committee:

BOARD
The Board of Directors as repositories of the corporate powers act as a guardian to the Company
as also the protectors of shareholder’s interest. This Apex body comprises of a Non- Executive

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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.

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

Current Management structure of HUL

Chairman: Mr. Harish Manwani

Chief Executive Officer. Mr Sanjiv Mehta

Director Finance & IT: Mr. D Sundaram

Executive Director Home & Personal Care: Mr. Nitin Paranjpe

Executive Director Food: Mr. Shreejit Mishra

Executive Director Food Sales and Customer Development: Mr. Sanjiv Kakkar

Executive Director Supply Chain: Mr. Dhaval Buch

Executive Director HR: Ms. Leena Nair

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HUL Lote Factory Background:
The factory currently manufactures soap and detergent products; mainly soap are Lux, Pears
and detergent are Surf excel and Rin bar. The factory used Lye, water, Scent, colour, fatty acid
to manufacture soap and detergent. The raw material for making soap and detergent coming
from Mumbai and Goading this plant only manufacturing and packing are to be done. After
packing the material, it transports to warehouse.

• Unit Commissioned - April 1992

• Plot Area - 72900 sq m.
• Current Built area - 8700 sq m.
• Green Cover - 40880 sq m
• ETP Capacity - 160TPD

Site Location:

Exports Factory of Hindustan Lever Limited at Chiplun is situated in an industrial area inside
the MIDC Zone Lote.

Site Name HUL Lote factory

Street Plot No. B/7, M.I.D.C. Lote Parashuram, Tal:Khed ,Ratnagiri,
Maharashtra
Postal Code 415722
Country India

Objective
• To understand the organizational culture of HUL unit at Lote.
• To understand various policy of HUL Lote unit.
• To find the market share of the HUL brands and its competitive brands.

Research Methodology
There is large no. of FMCG companies in the market, to find the defining strategies used, the
methodology used is interview and survey method.

Data Collection Method:

For this research study, primary data as well as secondary data was collected. Primary Data
has been collected through personal contact, working in HUL plant Lote. Secondary data has
collected from magazines, newspaper, company literature and websites.

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Factory Organisation Structure of HUL unit Lote

Factory
Manager

Production
Factory Commercial
Manager QA Manager HR Manager
Engineer Manager

Production Engineering Comm.

QA Officer HR Officer
Officer Officer Officer

Staff Perm.Worker Staff Perm.Worker Staff Staff

FTC work FTC work

Perm.Worker
man man

• Factory Manager: Mr.Girish Barve

• Production Manager: Mrs. Priya Mahadik

• QA Manager: Mr. Anali Khanna

• Factory Engineer: Mr. Rakesh Wadalkar

• Human Resource Manager: Mr. Vishal Matale

• Commercial Manager: Mr.Rajesh joshi

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Product made in HUL Lote Plant
Surf excel

A leader in the Indian detergent market, Surf excel has constantly innovated ahead of market
and launched different product formats to cater to changing needs of Indian consumers. Surf
Excel, launched in 1948 under the brand name ‘Surf’ in Pakistan & in 1959 launched in India as
a first detergent powder. Initially, the brand was positioned on the clean proposition of “washes
whitest”. However, with the emergence of numerous local detergent manufacturers and the
entry of other global brands, Surf Excel underwent various changes in its Brand
Communication. This is in line with the global communication platform of Dirt Is Good, which
is a communication strategy of Unilever for its premium detergent products, sold under various
brand names; such as Omo in Brazil, Persil in UK and Skip in France, Greece, Spain and
Portugal. Some of the other major detergent in India is Rin and Wheel. The latest entry into the
segment is Comfort, a Fabric Conditioner. Surf excel is engineered with modern and path-
breaking technology that offers consumers benefits such as tough stain removal, easy
dissolution, superior fragrance and much more.

Rin Bar:

Rin Bar was launched in India as a bar in 1969 with the iconic lightning mnemonic. Over the
years, the brand has grown to become synonymous with providing ‘dazzling white clothes with
one stroke.’

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In 2016, Rin relaunched a water saving bar in key markets to address the rising water stress
across India. Rin Bar now gives clothes the same dazzling brightness while saving half the
water.

Rin detergent powder

Rin detergent powder was launched in 1994. This was the first product extension from the
iconic brand that stood for whiteness in laundry. We further introduced Rin Refresh with the
fragrance of lemon & rose that penetrates every fibre to give the same brightness and freshness
to boost confidence all day. In 2016, we also added Rin Antibac Powder to our portfolio which
promises not just bright clothes, but also kills 99.9% germs.

Lux:

Lux is the world’s most iconic beauty bar Since 1925, Lux has been bringing the best of beauty
– and the pleasure that comes with it – to every woman in the world. Made like the costliest
French soap and known as the beauty secret of some of the most glamorous stars – from
Elizabeth Taylor, Audrey Hepburn, Marilyn Monroe, to Ashwarya Rai, Katrina Kaif and Shu
Qi alluring beauty treats delight women in more than 100 countries worldwide every day.

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Product philosophy

It’s quite simple really: it’s all about pleasure. Lux is committed to creating indulgent skin
treats women crave to provide an exceptional experience in and out of the shower. We aim to
bring the best of beauty to every woman in the world. We infuse our products with fine
fragrances crafted by the world’s best perfume experts. We craft amazing, state of the art
textures, rich in indulgent ingredients, all designed to exceed consumer expectations. Lux is
not just a soap that smells good, it’s a fine fragrance you can bathe in.

Beauty philosophy

Lux believes that beauty doesn’t have to be about hard work, but rather, about pleasure. To
bathe in luxurious Lux daily is to come out feeling transformed, feeling on top of the world –
inspiring every woman to feel irresistible and confident in her own skin every day.

Pears

Pears Pure & Gentle: Pears is the gentle way to keep your skin looking innocent and beautiful.
It is enriched with pure glycerin and natural oils that gently moisturize skin to keep it smooth
while its mild fragrance and soft lather ensure that your skin gets the pampering it deserves.

Lifebuoy:

Lifebuoy, an undisputed market leader for 117 years, has a compelling vision “to make 5 billion
people across the world, feel safe and secure by meeting their personal care hygiene & health
needs”

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 Lifebuoy has journeyed from humble beginnings of being a chunky red bar of soap to an
evolved range of general and specialized products across formats, offering solutions in the
health and hygiene space. Lifebuoy has a strong social mission, promoted through its rural
hygiene programmed, Khushiyon Ki Doli, which propagates the practice of hand washing with
soap to reduce diarrheal deaths. Lifebuoy is available in bar soaps, liquid hand wash, hand
sanitizer and talc.

Key facts:

• World’s No. 1 Selling Germ Protection Soap

• Distribution across 50 lakh + stores across the country
• Awarded the Bronze Global Effie for the ‘Superfast Hand wash’ campaign

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Stakeholder mapping study:

HUL are committed to operate and grow our business in a socially responsible way. HUL have
a simple purpose – to make sustainable living commonplace. Sustainability enshrined in this
purpose builds future resilience of the business and ensures that create long-term value for our
stakeholders.HUL believe that it is only when they work with their stakeholders can achieve
sustainability targets. It is only then that HUL will be able to take responsibility for delivering
the targets, across our value chain. Thus, management regularly reach out to their stakeholders
to keep them informed and updated about their sustainability initiatives. HUL have a number
of stakeholders, who they engage with, through different initiatives and channels of
communication.

Employees:

HUL have several communication processes instituted to ensure a two-way communication

channel with our employees. These include:

• CEO Report Back: Quarterly business performance update from the CEO to all
employees.
• Annual Review: This is a review of the business conducted every year which is
attended by all managers in the company.
• Others: The Company has other in-house communication channels, which help
employees to connect, bond, inspire, express and celebrate their achievements.

Local community:

HUL is committed to operate and grow its business in a socially relevant way. That care for
the communities we operate in and strongly feel that ‘what is good for India is good for HUL’.
Therefore, besides achieving the goals and commitments underpinned by the Unilever
Sustainable Living Plan (USLP) targets, HUL has launched a number of community well-being
initiatives.

Hindustan Unilever Foundation

Hindustan Unilever Foundation (HUF) is a not-for-profit Company that acts as a vehicle to
anchor water management related community development and sustainability initiatives of
Hindustan Unilever Limited. HUF operates the ‘Water for Public Good’ programme, with
specific focus on farm-based livelihoods, in 54 districts across India in partnership with 20
NGOs. HUF also supports several knowledge initiatives in this area. This partnered programme
of HUF has achieved the following community benefits:

Water conservation:
Cumulative and collective water potential of more than 300 billion litres has been created
through improved supply and demand management of water.

Crop yield:
The projects undertaken have generated additional agriculture production of more than six
lakh tones.
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Person days:
These projects have generated more than 37 lakh person days of employment.

Capacity building:
Over one lakh and seventy thousand people have been trained in water conservation activities,
better agricultural practices and related areas.

Prabhat:
Prabhat is a USLP-linked programme which contributes to the development of local
communities around our manufacturing locations. The key areas of Prabhat programme are_
enhancing livelihoods, water conservation, & health and hygiene. From its launch in December
2013 in eight locations, project Prabhat is now live in over 30 locations across the country and
has directly impacted over six and a half lakh people.

Key opinion former:

Every year, HUL organises an event and provides update on the progress of the Unilever
Sustainable Living Plan to various key opinion formers (KOFs). In June 2016, KOFs
representing various stakeholder groups such as NGOs, IGOs, government bodies, industry
bodies and consumer organisations participated in the Sustainable Living Plan event at New
Delhi. HUL also engage our KOFs through a quarterly e-newsletter to keep them informed and
updated about the initiatives undertaken by us every quarter. HUL has a strong presence on
Facebook and tweeter.

Investors and shareholders:

HUL believe in creating long-term value for the shareholders. They regularly interact with
shareholders through multiple channels of communication such as results announcements,
annual report, media releases, company website and subject specific communication.

The Annual General Meeting of shareholders is an important annual event where the
shareholders have the opportunity to listen to and interact with the Board of Directors and the
management of the Company. The Board engages with shareholders and answers their queries
on varied subjects. HUL a designated e-mail address for shareholders. The Investor Relations
team interacts regularly with investors and analysts, through quarterly results calls, one-on-one
and group meetings, participation at investor conferences and the annual investors meet.
Through the Investor Centre section on Company website share the company’s quarterly
results, shares listing, shareholding patterns for the recent quarters, dividend information and
AGM information.

HUL website also provides ready access to the archives of our annual reports. HUL also
introduced an interactive online annual report which provides flexibility to readers to customise
the report. They can include only the pages that interest them and also download the balance
sheet, P&L account, and notes to accounts in pdf and excel versions. Investors also have the
option to save pages of their interest to a briefcase and download them later.

HUL have several interactive tools such as the alerting service through their financial calendar
to keep investors and shareholders up to date with key investor events. In order to further

20
improve shareholder service standards, they also seek feedback from our shareholders through
their shareholder satisfaction survey. Company presentations covering key financial results are
also archived on website for the reference of our investors and shareholders.

HUL have also launched a mobile investor relations app, for Android as well as iOS platforms,
for smart phones and tablets. Investors can now access details such as share price information,
quarterly results, presentations, press releases and annual reports on the click of a button.

Media:
HUL engage with media to keep our stakeholders updated about the developments in the
Company. Regular interactions with print, television and online media take place through press
releases, media events and during the financial results announcements. HUL also ensure timely
and appropriate responses to media for any information requests within the stipulated
disclosure norms.

https://www.hul.co.in/sustainable-living/india-sustainability-initiatives/stakeholder-
engagement/

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Competitor Analysis:

Today nearly 80 per cent of the Rs 14,000 crore detergent industry in the country is dominated
by four organized sector players HUL, Procter and Gamble (P&G), Nirma and RSPL. But
industry estimates put per capita consumption of detergents in India at around 2.7 kg, below
countries like the US (around 10 kg). The detergent market has been clocking 14 per cent
CAGR in the last four to five years and is expected to grow to around Rs 24,000 crore in the
next five years.

Nirma Ltd:
Nirma is a group of companies based in the city of Ahmedabad in western India that
manufactures products ranging from cosmetics, soaps, detergents, salt, soda ash, LAB and
Injectables. Karsanbhai Patel, an entrepreneur and philanthropist of Gujarat, started Nirma as
a one-man operation. Today Nirma has over 15,000 employees and a turnover of
over Rs. 3,550 crores. Nirma, the four-decade old brand, which once sold at Rs 3 per kg and
changed the widely held perception that detergent is a premium product (middle class
households opting for laundry soap bars), would want to regain its hold over this market. And
it is aiming at both old and new rivals by re-inventing itself one more time.

Major Products

Soap: Nirma bar

Detergent: Nirma

ITC Limited:
ITC Limited or ITC is an Indian company based in Kolkata, West Bengal. It is India's
biggest cigarette manufacturer. Its diversified business includes five segments: Fast-Moving
Consumer Goods (FMCG), Hotels, Paperboards & Packaging, Agri Business & Information
Technology. Although, cigarette business contributes more than 80% of the profits of the
company.
Established in 1910 as the Imperial Tobacco Company of India Limited, the company was
renamed as the Indian Tobacco Company Limited in 1970 and later to I.T.C. Limited in 1974.

Major Product:
• Vivel
• Fiama
• Superiya

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Procter and Gamble:
Procter & Gamble Co. (P&G) is an American multi-national consumer
goods corporation headquartered in downtown Cincinnati, Ohio, founded in 1837 by British
American William Procter and Irish American James Gamble.[3] It primarily specializes in a
wide range of cleaning agents and personal care and hygienics products. Before the sale
of Pringles to the Kellogg Company, its product portfolio also included foods, snacks and
beverages.
Major Products:

• Tide
• Ariel

Godrej:
Godrej Consumer Products Limited (GCPL) is an Indian consumer goods company based
in Mumbai, India. GCPL's products include soap, hair colourants, toiletries and liquid
detergents. Its brands include 'Cinthol', 'Godrej Fair Glow', 'Godrej No.1' and 'Godrej Shikakai'
in soaps, 'Godrej Powder Hair Dye', 'Renew', 'ColourSoft' in hair colourants and 'Ezee' liquid
detergent.
Major Product:

• Cinthol
• Godrej No. 1
• Ezee detergent liquid

Rohit Surfactants Private Limited (RSPL)

(RSPL), a Kanpur based is more than 5000 crore diversified conglomerate in India. The
detergent brand was founded by Muralidhar and Bimal Kumar Gyanchandani in 1987. When
Ghari was launched, market was already dominated by big brands like Surf and Nirma. Over
the years since the launch of Ghari detergent powder, till date there have been introduction of
plethora of brands from biggies like HUL and P&G and many local players.
Major Product:

• Ghadi Bar
• Ghadi detergent
• Venus

23
Data Analysis:
Market share of detergent as par categories
Premium:
It comprises of 45% of the total market. Some of the premium brands rolling market are Ariel
and Surf.
Mid-price:
It comprises of 40% of the total market. Some of the premium brand rolling market are Henko,
Rin and Tide.
Popular:
The biggest share in the soap market, popular soap has a market share of 45%. Some of the
popular brands rolling market are Wheel, Ghari, Nirma, & Mr. White.

Market share of detergent as par categories

15%

45%

40%

Premium Mid Premium Popular

References: http://articles.economictimes.indiatimes.com/2011-05-06/news/29517095_1_ghari-
detergent-brand-nirma/2

http://www.gharidetergent.com/about_rspl.html

Types of Soap Market share

Premium 15%

Mid Premium 40%

Popular 45%

24
Market Share of Detergents

Market Share of
Detergents

11%
32% Ghari
Wheel
25%
Tide
Nirama

32%

In market wheel & Ghari consist of 32% market share, while Tide consist of 25% of market
share. Nirma consist of 11% of market share.

(https://www.statista.com/statistics/742790/india-fmcg-market-segment-distribution/)

Ghari 32
Wheel 32
Tide 25
Nirma 11

Soaps Market:

The soap market in India is divided into various categories such as men's soaps, women’s soap
and common soap. There is also a small share in the soap market which is held by the baby
soaps. The market growth of the soap sector is estimated to be 7% p.a. and it is observed that
rural market constitutes 60% of the soap sales. (“Market Leader in Soaps and Detergents
Industry Marketing Essay”, UK Essays on Marketing, March 23,2015)

There are about 700 soap manufacturing companies in India. The Indian soap market's value is
estimated to be around Rs 60000 Crores. In this huge market there are just a handful of key
players who control the major chunk of the market share, these are HUL, Godrej, Wipro, P&G,
Nirma and ITC.HUL enjoys over 54.3% of the market share with its brands such as Lux,
Lifebuoy, Rexona, Breeze, Pears, Haman and Dove. Godrej Consumer Product Limited
(GCPL) is in the second position with 11% of the market share with its brands such as Cinthol,
Fairglow, Nikhar and Allcare. GCPL is among the biggest manufacturer of toilet soaps and it
launched FairGlow, which was the first fairness soap in India.

25
Wipro with its brands such as Santoor and Chandrika has a strong base in the soap market
sector. Procter & Gamble (P&G) and Nirma are the other competitios with a strong presence
in the market share. ITC is a fairly new entry into the soap market with the launch of its brand
named Vivel. According to AC Nielson a global marketing research firm, Vivel soaps have
witnessed a growth rate of 70-80% within a short period of time. ITC is now the fastest growing
company in soap the soap market.

Market share-Soap
40

35

30

25

20

15

10

0
HUL GCPL Wipro Reckit Nirma ITC Other
Benckiser

https://www.indianmirror.com/indian-industries/soap.html

HUL (Lux,Lifebouy,Liril) 38
CGPL (Godrej No1) 12
WIPRO (Santoor,chandrika) 9
RECKIT (Dettol) 8
NIRMA (Nirma) 5
ITC (vivel,Fiama) 4
Other 13

26
SWOT analysis of Hindustan Unilever (HUL) Lote unit
Strengths

• Brand visibility – From soap to mineral water, HUL is shaping the life of 1.3 billion
people daily. Being in consumer goods market with its 20 consumer categories such as
soap, tea, detergents, shampoo etc.
• Market leader in consumer goods: 2 out of three Indian consumers use HUL
products. HUL used selective targeting strategy to emerge as a market leader in the
Indian market.
• Extensive & integrated distribution system: HUL’s brands are now household name
which is only possible due to its 4-tier distribution system namely
• High Brand awareness: By signing popular celebrities for the advertisements of their
products HUL has created positive word of mouth over the ages.
• Easily available man power in cheap rate.

Weaknesses

• Decreasing Market share: Competitors focusing on a particular product & eating up

HUL’s share, like Ghadi & Nirma detergent eating up HUL’s wheel detergent market
share.
• Not able to compete with local competitor in the rural market.
• Not proper electricity supply during summer
• Logistic cost is high because of long distance .
• Absenteeism of employee in rainy seasons.
Opportunities

• Expanding market: By penetrating more in the rural markets through its project Shakti
AMMA and transition of unorganized business to organized one will lead to further
expansion of the consumer goods market.
• Increasing per capital income
• Increasing consumption pattern
• Huge Market in rural area
• Potential for making more impact of brand image.
• Increase plant production capacity
Threats

• Competition in the market: With increasing number of local & national players it’s
becoming very hard for the companies to differentiate themselves from others. There is
also threat from counterfeit products destroying its brand image in the market.
• Price of commodities: Increasing price of commodities will result in further increase
in the price. Further increase in price will result in decrease in sales, margins & brand
switching.
• Buyers 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
27
 Internal Analysis

The McKinsey 7S Framework of HUL Lote unit

Structure

Strategy System

Shared
Value

Skills Style

Staff

STRATEGY:
The strategy of Lote unit has been to introduce new and innovative products at competitive
price in the market which gives value for money. This is the prime reason that the company
emphasizes a lot on research and development. This is why it has been termed as the most
reputed FMCG brand in the country.

STRUCTURE:
The basic organization of the company, its departments, reporting lines, areas of expertise, and
responsibility (and how they inter-relate). HUL Factory Lote have about 450 permanent
employees, 500/600 temporary employee including 6 managers. The fundamental principle
determining the organisation structure is to infuse speed and flexibility in decision-making and
implementation, with empowered managers across the company’s nationwide operations.

SYSTEMS:
Formal and informal procedures that govern everyday activity, covering everything from
management information systems, through to the systems at the point of contact with the
customer. Lote unit has one of the best MIS systems in the MIDC area to coordinate day to day
activities with its huge distribution network including depots, wholesalers and retailers as well.

SKILLS:
HUL Lote unit excels in the following –
• The company has maintained an extensive network of distributors that enables it to
reach millions of customers. No other manufacturer in the country has such extensive
distribution channel.

• HUL’s factories ensures uninterrupted supply of FMCG for captive consumption

28
 • HUL is distinguished by its global presence and its access to other global brands.

SHARED VALUES:
The values and beliefs of the company
Lote unit believes in the following values-
• Equality of opportunity
• Conducting operations ethically
• Long term partnership with suppliers/ business associates
• Training for new skills development
• Promotion on merit
• HUL believes in being good corporate citizens

STYLE:
Career development program in Lote unit takes in to consideration the following activities-
• Provides training to the employees and reorganized its front-end sales force
• It has undertaken intensive training program for its employees and managers to ensure
excellence in customer service· It has empowered its workforce by promoting the best
performers and bringing in new managers with fresh ideas.

STAFF:
The company's people resources and how they are developed, trained, and motivated.
• Lote factory unit is committed to diversity in a working environment where there is
mutual trust and respect and where everyone feels responsible for the performance and
reputation of company.
• It will recruit, employ and promote employees on the sole basis of the qualifications
and abilities needed for the work to be performed.
• They are committed to safe and healthy working conditions for all employees. They
will not use any form of forced, compulsory or child labour.
• They are committed to working with employees to develop and enhance each
individual's skills and capabilities.
• They respect the dignity of the individual and the right of employees to freedom of
association. They will maintain good communications with employees through
company-based information and consultation procedures.

29
Policies Undertaken at HUL (Lote MIDC Factory)

Safety and health policy:

Hindustan Unilever Ltd. – Lote MIDC Factory recognises people as its most important asset
and is committed to provide a safe and healthy work environment for those working on and
visiting its operations. Management at all levels is held accountable for the occupational safety
and health performance of the factory. At the same time, it is the duty of every employee to
work in a safe manner so as not to endanger himself and his colleagues at the work place and
during travel. This is a condition of employment. HUL, Lote Factory aims to prevent
occupational injuries and ill health through the following action:

• Integrate safety into all company processes. Proactively evaluate risk of occupational
injury/illness and implement actions to mitigate the risk.

• Design, adapt, operate and maintain technology, plants and other facilities within the
designated safety criteria throughout their working life.

• Develop, introduce and maintain safety and health management systems across the
HUL- Lote factory to meet HUL standards as well as statutory requirements for safety
and health. Verify compliance with these standards through regular auditing.

• Set annual improvement objective and targets and review these to ensure that these are
being met at the individual unit and corporate levels.

• Inculcate safety as a personal value through behavioural intervention at all levels,

recognition of positive behaviour and continuous correction of unsafe behaviour.

• Involve all the employees in the implementation of this policy and provide appropriate
training.

• Provide for appropriate dissemination of information on safety and health at work and
travel through suitable communication networks both within the HUL- Lote factory and
with external bodies.

30
The environment policy:
• Ensure safety of its products and operations for the environment by using standards of
environmental safety, which are scientifically sustainable and commonly acceptable.

• Develop, introduce and maintain environmental management systems across the

factory to meet the company standards as well as statutory requirements for
environment. Verify compliance with these standards through regular auditing.

• Assess environmental impact of all its activities and set annual improvement objectives
and targets and review these to ensure that these are being met at the individual unit
and corporate levels.

• Reduce wastage, conserve energy and explore opportunities for reuse and recycle

• Involve all employees in the implementation of this policy and provide appropriate
training. Provide for dissemination of information to employees on environmental
objectives and performance through suitable communication networks.

• Encourage suppliers and co-packers to develop and employ environmentally superior

processes and ingredients and co-operate with other members of the supply chain to
improve overall environmental performance.

• Work in partnership with external bodies and Government agencies to promote

environmental care, increase understanding of environmental issues and disseminate
good practice.

31
Quality Policy:

• Hindustan Unilever Ltd. – Lote Factory considers Quality as one of the principal
strategic platforms to Growth and Leadership in the market in which it operates.

• Hindustan Unilever Ltd. - Lote Factory is committed to respond creatively and

competitively to the changing needs and aspirations of our consumers through
relentless pursuit of technological excellence, innovation.

• HUL- Lote recognizes that its employees are primary source of success in its operations
and is committed to training and providing them the necessary tools and techniques as
well as empowering them to ensure broad base compliance of this policy in the
organisation at all levels.

• HUL- Lote is committed to fulfil its legal and statutory obligations and international
standards of product safety and hygiene and will not knowingly produce and dispatch
product that is harmful to consumers or their belongings. It will institute systems and
measures to monitor compliance in order to meet its responsibilities to consumers.

• The unit will maintain an open communication channel with its consumers and
customers and will carefully monitor the feedback to continuously improve its products
and services and set quality standards to fulfil them.

• The unit is committed to extend its quality standards to its contract manufacturers,
supplier and service providers and by entering into alliances with them, to jointly
improve the quality of its product and services.

• The responsibility for dissemination and implementation of this policy lies with the
Business Head. The unit will annually review this quality policy for its effectiveness
and consistency with business objectives

32
The Distribution in Rural Market:
The strategy of distribution should take into account the purchasing habit of the rural people.
While consumables are purchased in the village shop or in bigger villages, the consumer
durables are purchased only in Mandi centers, large towns or nearby cities. Hence the
distribution center has to take the purchasing habit of the rural people into account, so that
product may be available at the appropriate location. In villages beyond the reach of the
distribution system, the shopkeepers make their own arrangement for the procurement. Most
of them commute to the nearby town to get the supply.

Distribution Strategies in Rural Market

Coverage of Villages:
With improved communication facilities, it is possible to reach distribution van to the villages.
The frequency of visits may be fixed, depending upon the off- takes or sales realization, so that
the distribution cost can be minimized, but not at the cost of cutting down or rural population.
These distribution cabs can be used for promotion works also. For villages with very less
population, the distribution can be left to the initiative of the shop keepers and dealers in larger
villages and to the shopkeepers of the small villages. The distribution arrangement requires
serious consideration by manufacturing and marketing men, if they have to exploit the potential
of the rural market

Use of Cooperative:
Over three lakh cooperative society operate in the rural areas for or different purposes like,
marketing cooperatives, dairy corporative, farmer service corporative societies, consumer
corporative and other multipurpose corporative. Given the number of such societies, there is at
least one corporative society of one form or another for every two or three villages. These
societies are linked to higher level of society like taluk, district or state level. Thus, these
corporative have an arrangement for centralized procurement and distribution through their
respective state level federation. Such state level federation can be motivated to procure and
distribute consumables items and low level durable sites to the member societies for selling to
the rural consumers

Distribution to Feeder Markets / Mandi Towns:

The villagers visit these to want regular intervals not only for selling the agricultural produce
but also for the purchase of cloth, jeweler, hardware, radios, torch cells and other durables and
consumer product. Lux has established a good distribution network in the identified feeder
market and mandi towns. From the feeder market and mandi town, the stockiest or wholesaler
arranges for distribution to the village shop in the interior places.

33
HR Practices of HUL Lote unit

Effective and Efficient HR practices are very much important for every organization. So, HUL
has also its HR Practices, which helps it a lot to achieve the targets. Human Resource
Management initiatives in any Organization endeavour to change, redefine, revisit, renew,
reinvent, revitalize & restructure the Organization architecture. This is effectively done with
the help of alignment & integration of HR policies & strategies with business goal & objectives.

The HR Practices of HUL are as follow:

•Recruitment and Selection

•Performance Management
•Training & Carrier Development
•Compensation
•Employee Engagement

Recruitment and Selection

Recruitment
It is a process to discover the sources of manpower to meet the requirements of the staffing
schedules and to employ the effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient workforce. Edwin B. Filippo has defined
it as “The process of searching for prospective employees and stimulating them to apply for
jobs in the organization”.

Process
• Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of employees needed.
• Developing suitable techniques to attract suitable candidates.
• Stimulating as many candidates as possible.

Factor affecting recruitment:

• Employer’s brand
• Company’s pay package
• Quality of work life
• Organisation culture
• Career planning & growth
• Company’s size

External Factor:
• Socio-economic factors
• Supply & Demand factors
• Employment Rate
• Labour market conditions
• Political, Legal, Governmental factors

34
Selection:
It is one area where the interference of external factors is minimal. Hence the HR department
can use its discretion in framing its selection policy and using various selection tools for the
best result.

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine their essential factors) written into a job description so that the selectors know what
physical and mental characteristics applicants must possess, what qualities and attitudes are
desirable and what characteristics are a decided disadvantage. Effectively, selection is 'buying'
an employee (the price being the wage or salary multiplied by probable years of service) hence
bad buys can be very expensive. For that reason, some firms (and some firms for particular
jobs) use external expert consultants for recruitment and selection. Equally some small
organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing
employers to the recruiting employer. However, the 'cost' of poor selection is such that, even
for the mundane day-to-day jobs, those who recruit and select should be well trained to judge
the suitability of applicants.

Outsourcing is also done through consultancies by mentioning the requirement, number and
time. Where the organization does its own printed advertising, it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex,
race, etc. antidiscrimination legislation either directly or indirectly. The form on which the
applicant is to apply (personal appearance, letter of application, completion of a form) will vary
according to the posts vacant and numbers to be recruited. Interviewing can be carried out by
individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form
of sequential interviews by different experts and can vary from a five minute 'chat' to a process
of several days. Ultimately personal skills in judgment are probably the most important.

Performance Management:

An effective Performance Management System should achieve the following: -

• Review the employment cycle of every employee.

• Beginning with the recruiting process.
• Employee development.
• Ending with effective exit interviews.
• Employee’s knowledge, skills, and abilities with the organization's human capital
needs and business objectives.
• Provide managers and employees with the tools necessary to focus on short-term and
long-term goals that contribute to both career and organizational success.

35
 Employee Engagement

Employee engagement is the measure of how involved and committed the workers are towards
their organization and values. A well engaged employee is well aware of the day to day
happenings of the organization and work with his or her fellow colleagues to improve the
performance of the individual and work s towards the betterment of the organization. It is an
optimistic attitude that the employees hold towards their organization. Employee engagement
is how the employee feels about his workplace employee feels about his workplace and whether
he or she is satisfied with the work or not. It is also concerned with the emotions of an individual
employee, the unique emotional balance of employees and their experience. The employers
and their talent of creating conditions that give rise to employee engagement. Communication
among employees at all levels in the organization.

Performance Management System is essential to the success of any organization because it

influences the effort expended by employees, which in turn, drives bottom-line business results.
Furthermore, the Performance Management System helps an organization identify, recruit,
motivate, and retain key employees.

36
 Distribution Network of HUL and Lote Unit

The HUL’s distribution network has evolved with time. The wholesalers placing bulk orders
directly with the company. Large retailers also placed direct orders, which comprised almost
30 per cent of the total orders collected. The company salesman grouped all these orders and
placed an indent with the Head Office. Goods were sent to these markets, with the company
salesman as the consignee. The salesman then collected and distributed the products to the
respective wholesalers, against cash payment, and the money was remitted to the company.
The focus of the second phase, which spanned the decades of the 40s, was to provide desired
products and quality service to the company's customers. In order to achieve this, one
wholesaler in each market was appointed as a "Registered Wholesaler," a stock point for the
company's products in that market. The company salesman still covered the market, canvassing
for orders from the rest of the trade. He then distributed stocks from the Registered Wholesaler
through distribution units maintained by the company. The Registered Wholesaler system,
therefore, increased the distribution reach of the company to a larger number of customers.

The role performed by the Redistribution Stockists includes:

• Financing stocks
• Providing warehousing facilities
• Providing manpower
• Providing service to retailers
• Implementing promotional activities
• Extending indirect coverage
• Reporting sales and stock data
• Demand simulation and screening for transit damages

Hindustan Lever Network (HLN)

It is the company's arm in the Direct Selling channel, one of the fastest growing in India today.
It already has about several lakh consultants all independent entrepreneurs, trained and guided
by HLN's expert managers. HLN has already spread to over 1500 towns and cities, covering
80% of the urban population, backed by 42 offices and 240 service centres across the country.
It presents a range of customised offerings in Home & Personal Care and Foods. The New
Compensation plan for HLN partners provides new exciting ways of earning substantial
income in addition to offering rewards like revenue sharing through the innovative concept of
“pools”.

37
 Outcome

HUL factory Lote give me opportunity to go beyond purely theoretical knowledge to gain a
more practical understanding of real life management problems. they also provide invaluable
opportunities to engage in teamwork and problem-solving strategies.

Knowledge and understanding:

• Understand basic idea of general management

• Identify, and analyse problems and identify or create processes to solve them
• Demonstrate a general knowledge framework and understanding of key functions in
management as applied in practice
• Obtain through electives in-depth knowledge and understanding in more specific
management related areas
• Identify and appreciate the ethical issues in management decision areas
• Obtain an understanding of how to undertake qualitative and quantitative research and
apply this knowledge in the context of a major independent work
• Understand skills of time management

38
 Limitations

The Project holds some limitations during the work process and project limitations need to be
defined clearly as my own reflection to improve in other projects in the future.

In the project, SWOT analysis of HUL Lote unit is carried out to analyses the strengths and
weakness of the company. Company not shares their confidential data to trainee. Employees
are not freely speaks when conducting the interview. Project duration is small. The last
limitation is that due to the time restraint. This leads to possible changes of the plan in the
future as the organization’s opinion may differ from my perspective. Most of the project data
are taken from secondary source.

• Company regulation
• Study only one plant of HUL

39
 Conclusion

In recent years, the FMCG sector declined due to down trading. Also because of presence of
large number of companies trying to seize this opportunity, this force the old HUL for the
change and thus, their transformation has resulted in a new HUL, which has successfully faced
this challenge and reversed this trend. It has done so by substantially strengthening their brands
and building capabilities. This has already begun to yield benefits and they are returning to
growth. Volume growth is being followed by value growth, which in turn is bringing profit
growth. India is one of the most exciting markets offering great potential. Over the next
10years, the per capita income in India is likely to double. In FMCG, there is an opportunity to
catalyse penetration, increase usage, and upgrade consumers. As a result, the FMCG market is
expected to grow to over Rs. 100,000 corers from its current base of Rs. 40,000 cores. The new
Hindustan Lever see an exciting opportunity for growth. They have 35 powerful brands
covering all segments, with leading market positions in most. Today, these are stronger and
more relevant to the consumer than ever. The people are energized by the scale of the
opportunity and determined to seize it. The scale of the business and operations gives them the
resources needed. They are delivering good services and the changes they brought in the
products are well taken by the customers, by this they are generating sustainable profitable
growth.

40
 Personal learning

This project writing process offered me an opportunity to explore more about this topic
regarding literature reviews as well as reality practices.
It was very challenging during the creation of the theoretical framework because the topic is
broad and there are various sources and a wide range of information. In the beginning, it was
hard for me to choose which information to include in the project. However, with the scope
of the project to concentrate on certain topics as well as using my critical thinking, I was able
to create a satisfactory theoretical framework. Thanks to the designing of the theoretical
framework, I have learnt to see a topic from different perspectives and was able to assess it
more objective.

41
 References
www.hul.co.in

www.fmcg.com

www.economictimes.com

http://bcgmatrixanalysis.com/bcg-matrix-of-hul/

https://www.statista.com/statistics/700738/market-share-of-detergent-brands-india/

https://www.marketing91.com/swot-analysis-of-hindustan-unilever/

https://www.slideshare.net/anujtoma/supply-chain-management-of-hindustan-unilever-
limited

https://www.hul.co.in/sustainable-living/india-sustainability-initiatives/stakeholder-
engagement/

https://www.statista.com/statistics/742790/india-fmcg-market-segment-distribution/

https://www.hul.co.in/sustainable-living/india-sustainability-initiatives/stakeholder-
engagement/

http://ankitmarketing.blogspot.in/2012/01/detergent-wars-nirma-wheel-and-ghari.html

https://www.hul.co.in/about/who-we-are/our-history/

https://www.indiainfoline.com/company/hindustan-unilever-ltd/summary/255

https://www.iimjobs.com/company/hul.html?ref=jssearch

https://www.indeed.co.in/cmp/Unilever/reviews?fjobtitle=Territory+Sales

https://www.hul.co.in/Images/morgan-stanley-keynote-address_tcm1255-436404_en.pdf

https://www.marketing91.com/marketing-strategy-hul/

http://www.academia.edu/402825/Hindustan_Unilever_Limited-
_a_study_on_the_marketing_concept

http://articles.economictimes.indiatimes.com/2011-05-06/news/29517095_1_ghari-detergent-
brand-nirma/2

http://www.gharidetergent.com/about_rspl.html
https://www.indianmirror.com/indian-industries/soap.html

42