HUL’s Strategic Marketing Planning

09/10/2018
Group 1 (Roll 17001-17006)

Aditya Jhunjhunwala, Aditya Kumar, Anirban

Banerjee, Ankita Chakraborty, Debangan Das and
Ashutosh Kumar
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 ACKNOWLEDGEMENT

In the process of completing this project Marketing Strategy of HUL. We have

received cooperation from many quarters.
We express our sincere gratitude and indebtness to Prof. Dr. Suman Dawn
for giving us an opportunity to enhance our skill in the field of my project. We are
thankful for his guidance, patience and consummate support. He came to our help
when it counted and we extend our heartiest thanks to him form enlightening my path.
Without his sincere advice this project has been impossible.

INTRODUCTION
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
company’s Turnover is Rs. 20, 239 crores (for the 15 month period – January 1, 2008
to March 31, 2009).
Hindustan unilever limited is a subsidiary of Unilever, one of the world’s leading
suppliers of fast moving consumer goods with strong local roots in more than 100
countries across the globe with annual sales of €40.5 billion in 2008. 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 “add vitality to life". The company meets everyday 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 about 52 % of the equity.
Heritage

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HUL’s heritage dates back to 1888, when the first Unilever product, Sunlight, was
introduced in India. Local manufacturing began in the 1930s with the establishment of
subsidiary companies. They merged in 1956 to form Hindustan Lever Limited (The
company was renamed Hindustan Unilever Limited on June 25, 2007). The company
created history when it offered equity to Indian shareholders, becoming the first
foreign subsidiary company to do so. Today, the company has more than three lakh
resident shareholders.
HUL’s brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,

Sunsilk, Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr,

Annapurna, Kwality-Walls - 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 over 35 factories, several of
them in backward areas of the country. The operations involve over 2,000 suppliers
and associates. HUL's distribution network covers 6.3 million retail outlets including
direct reach to over 1 million.
HUL has traditionally been a company, which incorporates latest technology in all its
operations. The Hindustan Lever Research Centre (now Hindustan Unilever Research
Centre) was set up in 1958
Doing well by doing good
HUL believes that an organisation’s worth is also in the service it renders to the
community. HUL focuses on hygiene, nutrition, enhancement of livelihoods,
reduction of greenhouse gases and water footprint.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 relief and rehabilitation of the people affected by the Tsunami disaster, in
India.
HUL’s Project Shakti is a rural initiative that targets small villages populated by less
than 5000 individuals. Through Shakti, HUL is creating micro-enterprise
opportunities for rural women, thereby improving their livelihood and the standard of
living in rural communities. Shakti also provides health and hygiene education

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through the Shakti Vani programme.The program now covers 15 states in India and
has over 45,000 women entrepreneurs in its fold, reaching out to 100,000 villages and
directly reaching to over three million rural consumers.
HUL also runs a rural health programme, Lifebuoy Swasthya Chetana. The
programme endeavours to induce adoption of hygienic practices among rural Indians
and aims to bring down the incidence of diarrhoea. It has already touched 120 million
people in approximately 50, 676 villages across India.
If Hindustan Unilever straddles the Indian corporate world, it is because of being
single-minded in identifying itself with Indian aspirations and needs in every walk of
life.

Type Public company BSE: 500696

Industry Fast Moving Consumer Goods FMCG)
Founded 1933
Headquarters Mumbai, India
Key people Harish Manwani (Chairman), Nitin Paranjpe (CEO and
Managing Director)
Products Home & Personal Care, Food & Beverages
Revenue 17,873.44 crore (US$3.97 billion) (2009-2010) [1]
Net income 2,202.03 crore (US$488.85 million)
Employees Over 65,000 direct & indirect employees
Parent Unilever Plc (52%)
Website www.hul.co.in

History of HUL

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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.
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

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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.
HUL formed a 50-50 joint venture with the US-based Kimberly Clark Corporation in
1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary
Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and
its factory represents the largest manufacturing investment in the Himalayan kingdom.
The UNL factory manufactures HUL's products like Soaps, Detergents and Personal
Products both for the domestic market and exports to India.
The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the
Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari
General Foods, with significant interests in Instant Coffee. In 1993, it acquired the
Kissan business from the UB Group and the Dollops Ice-cream business from
Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dooma, two plantation
companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond
India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL),
enabling greater focus and ensuring synergy in the traditional Beverages business.
1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of
the year, the company entered into a strategic alliance with the Kwality Ice-cream
Group families and in 1995 the Milk-food 100% Ice-cream marketing and distribution
rights too were acquired.

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Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal
restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in
1998. The two companies had significant overlaps in Personal Products, Speciality
Chemicals and Exports businesses, besides a common distribution system since 1993
for Personal Products. The two also had a common management pool and a
technology base. The amalgamation was done to ensure for the Group, benefits from
scale economies both in domestic and export markets and enable it to fund
investments required for aggressively building new categories.
In January 2000, in a historic step, the government decided to award 74 per cent
equity in Modern Foods to HUL, thereby beginning the divestment of government
equity in public sector undertakings (PSU) to private sector partners. HUL's entry into
Bread is a strategic extension of the company's wheat business. In 2002, HUL
acquired the government's remaining stake in Modern Foods.
In 2003, HUL acquired the Cooked Shrimp and 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 2000’s. Project
Shakti was started in 2001. It is a rural initiative that targets small villages populated
by less than 5000 individuals. It is a unique win-win initiative that catalyses rural
affluence even as it benefits business. Currently, there are over 45,000 Shakti
entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3
million homes.
In 2002 In 2002, HUL made its foray into Ayurvedic health & beauty centre category
with the Ayush product range and Ayush Therapy Centr es. Hindustan Unilever
Network, Direct to home business was launched in 2003 and this was followed by the
launch of ‘Pure-it’ 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

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 ADVERTISING
STRATEGY
BUILDING CORPORATE IMAGE
Corporate communications and public relations for building image can truly be
looked upon in the context of global business and marketing as a subject about which
many professionals hold firm views, but know surprisingly little about. Some see it as
a menace, as an expensive flag waving exercise which their company can easily do
without. Others regard it as a myth, arguing that publicity by of virtue its obvious
nature, cannot hope to change perceived images in people’s minds. At the other
extreme are those who view corporate communications (particularly advertising as a
magic formula and an instant panacea for every corporate ill. In reality it is none of
these things. it is in fact, a management tool to influence the outside world-the target
group. So, the real significance of building corporate image lies in preparing and
consolidating a sound global consumer base.

Every company wants to have a favorable image in the global market. In case of
HUL also, image-building plays the most important part in determining its marketing
strategy. Building corporate image is concerned with building confidence and
credibility by helping your target group understand you better. Familiarity in this case
normally improves acceptability of who you are and what you are doing. Ignorance,
on the other hand, can lead to mistrust, or even contempt in some situations.
Corporate image is built through more than one strategic means, and often a
combination of activities. For instance-

1. Advertising —corporate and even product

2. Public Relations—external and internal
3. Media Relations —especially the Press
4. Customer and Supplier Relations

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5. Community Relations — good corporate citizenship

As India transits from a shod age-driven economy to a one propelled by competition

the reputation and image of a company like HUL will make difference between
whether it rules the market or merely rues it. Corporate image is what enables HUL
to hold its own against rivals like IPCL And Haldia

Good corporate image can be built if you treat it like one of the Ps’ of marketing—
the fifth ‘P’ stands for Performance’ —professional corporate performance, doing it
the right way the first time. It’s in this regard that creativity in PR comes to have a
lion’s share in the entire process of corporate image building.

Creativity in PR means more than just pretty pictures and good copy. It is building
image with activities, which generate all-round impact and visibility for the company.
‘What’ and ‘How’ is the task here. Creative corporate advertising, is one route.

With respect to positioning similarly, the image communication and image building
activity must to able to find a right niche in the minds of the target group. The ‘quality
of the message, and activity, is vital for this.

Companies which benefit most from corporate image are those who take a long-term
view and commitment towards communication and the image of their organisation
through it. HUL can be presented as a striking instance of it.

Image and Identity

There may be nothing new in saying that the corporate image is in the eye and the
mind of the receiver. Yet it is worth saying again and again. An organisation
transmits, on a sustained basis, messages to publics. It is the reception of the message,
which goes to create the intended image. In other words, corporate communication is
the process that translates an identity into an image. Again, in brief, corporate image
primarily refers to the image that a company has acquired with the public whereas

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corporate identity refers to the image a company strives to achieve, in order to build to
build a reputation with its publics.
In this context, decidedly, every company like HUL needs a mission. The mission is,
in fact, a framework for business and all its activities, the value that drive the
company to achieve the corporate goals. No less important is the belief the company
has in itself. The mission is the glue that holds the company together. Here, the PR
and its communication strategies come into distinct focus. If the mission and the
objectives of the organisation have to succeed, the corporate body must communicate
short-term goals, long-range objectives and even the total mission of the organisation.
Inadequate communications result in an ambiguous corporate image within as well as
outside and lead to breakdown in the co-ordination of all contributing elements in an
organisation.

Dare To Think Beyond Advertising….

In present situation to address the "The soprano problem", advertisers resort to
shadow advertisement where the products become endemic to the setting of the show.
Where the products are shown being consumed or brand name is exhibited in the
background.

In India, the first shadow advertisement was used in movie "Bobby" where
motorcycle "Rajdoot" was advertised. Recently, there was shadow advertisement of
Coca-Cola in Hindi blockbuster "Kaho Na pyar hai". But the problem with shadow
advertisement is that positioning message of the product can't be conveyed to
consumers. Hence, the concept of shadow advertisement can be extended further so
that the theme of the advertising would become endemic to entertaining show. This
would be no more exclusive advertising. Rather, advertising will be a part of the
entertainment. But this has to be done in a delicate manner so that the information
about the product is passed on to the viewers without disturbing the entertaining
element of the show. If this succeeds, that would be a great break-through for
advertisement. Even this should not be called advertising anymore, as that has become
an irritating word in the mind of the audience. Even though advertainment seems
quite close to it, but it would be more evolved. Since in advertainment we try to

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advertise and entertainment comes with it. But in the recommended solution Hul
wants to entertain the audience only and advertisement is an integral part of the show.
The major question would be, whether the audience would be able to comprehend the
hidden positioning message? Here are few examples on how to make the positioning
message integral part of the show. Hul have programmes like "Antakshari" in which
participants take part in groups. The groups can be named after some brands and the
participants would be projected as such that they would be personification of brands.
Suppose one group is named Lux, the participants are expected to be beautiful women
who stand for Lux. So this can be done for many programmes, which has format like
this. Suppose HUL produced a soap opera and the dialogue of the characters at some
point would be focussed on the products of HUL. Of course the context has to be right
and should be very much along the script not that it would destroy the element of
entertainment. Hence the major challenge would lie before scriptwriter and director.
Even a particular character of an opera becomes very popular as the opera becomes
very popular. Hence building such character, which would personify the brand and
both the character as well as the brand would grow in due course of time. However
even if time constraint is removed, course content constraint comes in. But the scope
of story telling is far greater. Attention grabbing will be replaced with attract attention
and no zipping/zapping problem. Audience will be more receptive and comprehension
of course would be dependent upon how it is executed. Practicability of the idea
would be tested when it will be implemented. Hence unless it is tried and tested it can
be concluded that whether it will click or not. Let's take the example of Coca-Cola,
the scriptwriter would be creating situation in each episode of a family soap where
there would be opportunity to celebrate and drink coke! To give another example, a
multi utility vehicle with safe driving positioning plank could have exploited the plot
of the recent movie "Road".

If this concept clicks, there would be nothing like it for advertisers. If it happens, in
future big advertisers like HUL would be diversifying to entertainment business! Of
course the ad budget of HUL is far bigger than the total budget of many entertainment
houses.

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Irrespective of whatever positive points or negative points it has, this concept can be
tried for programmes aired in pay channels simply because there is no other
alternative to advertise during the programme. Besides it is expected to solve the other
problems those are discussed above. Advertisement would be no more the
troublemaker and irritating. Hence catching attention would be much easier. Only
testing of this idea could help us to conclude whether to roll out from the concept
from programmes of pay channels to programmes of free channels.

Advertising
“DOING BUSINESS WITHOUT ADVERTISING IS LIKE WINKING AT A GIRL
IN THE DARK; YOU KNOW WHAT YOU ARE DOING, BUT NOBODY ARE
DOES”

According to the American Marketing Association, Chicago adverting is “any paid

form of non personal presentation of ideas, goods and services by an identified
spoor”.

Advertising is a form of persuasive communication with the public.

The communication is usually one-sided from the Advertiser to the public
The object Advertising are :-
(1) Inform customers of the goods and services.
(2) Brings out the product use P’s
(3) Calls for or invites people to buy the product
(4) Mass communication
(5) Attract attention
(6) Lousing interest
(7) Building desire
(8) Obtaining action.
ADVERTISING PROCESS
The Frozen Products Division of HUL follows the adversing procedures laid down
by the company. The advertising agency also adheres to the company norms. A clear
sequence of activities is followed. This has been outlined below:

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1. Usage and Attitude Study – Before a new product or advertising idea is
involved, a complete quantitative research study is carried out in order to
fully understand the needs, wants, preferences, purchases and consumption
habits of the target segment. The results of the study typically point out any
opportunities that can be exploited in terms of unsatisfied consumer needs.
On the basis of the above results, a new product or advertising concept is
evolved.

2. Concept Testing –Once the new concept has been thought of, it goes into
qualitative research. This qualitative research primarily focuses on testing the
acceptance of the concept by the target segment as well as the evolving of an
appropriate positioning plank. The positioning could be attribute, cost or
benefit based. Based on consumer feedback, an appropriate positioning
platform is determined.

3. Agency Brief –Once the concept testing is successfully complete, the Brand
Manager prepares a brand positioning statement. This is a description of the
brand and includes the product description, likely brand name, category,
name, variants (if any) and key brand benefits (sensory, functional and
emotional). An agency brief is then prepared for the Agency, which includes
the BPS as well as answers to the following questions:

- Why do we want new advertising?

- Whom are we talking to?
- What is the benefit to be perceived by the consumer?

4. Animating Testing: The storyboard is developed by the agency. After this has
been approved by the client, the animatics go into testing. These are
advertisements made from frame-by-frame shots of the storyboard with
appropriate music/dialogue/voice over. This is more economical when
compared to shooting the actual advertisement. The animatics are shown to
the sample audience for feedback and frame-by-frame analysis. The name,

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 product design, ambience, music and overall purchase intention after viewing
the advertisement are measured. Brand personification may be included. If
the results are positive, the advertising concept is frozen.

5. Media Brief – This is given to the media planner and is similar to the agency
brief. However, it includes media vehicles desired required awareness,
frequency (number of exposures) and reach (% target segment who should
view it).

6. Post Launch Dipstick –After the advertisement is released, a post-launch

study may be conducted in order to gauge advertising effectiveness. This is
typically conducted among users as well as non-users. It measures advertising
recall, awareness of the advertisement and the brand, intention to try after
viewing the advertisement overall purchase intention, etc.

PUBLIC RELATION
“ Public relations practice is the deliberate planned and sustained effort to establish
and maintain mutual understanding between the organisation and its publics”.
By :- Institute of Public Relation (British) 1948.
To understand the definition better it in important to know as to who does the word
publics refer to.
Public are -
: Shareholder
: Customers
: Employees
: Trade Unions

Public Relations
Here we try to identity the distinguishing factors between Advertising and public
relations:
Advertising is a commercial persuasive activity aimed at promoting a particular idea
or a viewpoint product, or service, institution and so on through the mass media.

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As refined by the British Institution & Practitioners of Advertising:-
“ADVERTISING presents the most persuasive possible selling message to the light
prospects for the product or service at the lowest possible cost on the other hand “.
Public Relations demands more time and effort than advertising because advertising is
limited to special selling and buying tasks. For advertising the basis jobs of
conceptualizing , producing, space buying etc. Can be delegated folly to agencies
whereas such total hiring of agencies for absolute Public Relation functions cannot be
conserved.

Public relations is a long-term policy measure and is not built overnight. It is also not
free of cost, it is built over a period of time.

“With public opinion against it nothing can succeed”.

“With public opinion on its side nothing can fail”
- Abraham Lincoln

Public relations, taken as a component of management discipline, is of comparatively

recent origin. As a concept, it was critically evolved in business and industry and
subsequently spread to other areas of human activity. Applicability of this profession
in government and public institutions like corporations, municipalities, universities,
hospitals, social service organisation and professional institutions it truly immense.
Admittedly, even before the emergence of industry, business and government, a public
relation was in practice in people’s daily life. In effect, a public relations is the result
of the action inherent in an individual, an institution or an organisation.

Public relations is never a private monopoly of PR practitioners. In fact, members of

an organisation, and especially those in leadership, management and supervisory
positions have a PR role to play and often even singularly. People adept in the art of
public relations stand better chances of success and survival since they can always
find areas of mutual interest. They also use modern methods of communication and
persuasion which go a long way in establishing mutual understanding based on truth,
knowledge and complete information.

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 PERSONAL PRODUCTS
PERSONAL PRODUCTS : THE CORE CONCERN OF
ADVERTISING

1. Fair & Lovely

Fair & Lovely - the miracle worker

Based on a revolutionary breakthrough in skin lightening technology, Fair & Lovely
was test marketed in 1975 and has been nationally marketed since 1978.
In fact, Fair & Lovely has been extensively tested with consumers in India and
abroad, and has been proven to be superior in terms of benefit delivery to all key
competitive brands.
Fair & Lovely's formulation contains a unique fairness system that contains a
combination of active agents and sunscreens. This has been specially designed and
proven to deliver one to three shades of change in most people. Also its sunscreen

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system is specially optimized for Indian skin. Indian skin unlike Caucasian skin tends
to 'tan' rather than 'burn' and, hence, requires a different combination of UV A & UV
B sunscreens.
The fairness cream is marketed in over 38 countries through HUL Exports and local
Unilever companies and is the largest selling skin lightening cream in the world. The
brand today offers a substantive range of products to consumers including Fair &
Lovely Fairness Reviving Lotion, Fair & Lovely Fairness Cold Cream and Fair &
Lovely Fairness Soap.
2. Ponds

Pond's - the beauty expert

Pond's Cold Cream was launched in India in 1947 and was followed by the launch of
Pond's Dream flower Talc 1956. The current skin offerings under the Pond's Brand
name include Moisturising Cold Cream, All Day Oil Control Cream, Daily Face
Wash, Blackhead Removal Strips and Dream flower Body Lotion. In talc’s, Pond's
now has four variants. Pond's Dream flower Talc is now enhanced with 'Floral
Extracts', Pond's Sandal Talc is a sandal variant with 'Natural Sunscreen', Pond's Light
'n' Fresh comes with SAM (Sweat Absorption Material), while Pond's Magic Deo-
Talc now has a new enhanced deodorant protection.

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Pond's is about beauty that reflects the times. Pond's brings superior and innovative
solutions to meet all skin care needs by delivering outstanding personal beauty
solutions - through scientific skin expertise, extensive research and stringent product
testing.

Pond's track record reveals an ensemble of products that make a real noticeable
difference, proving therefore that Pond's remains the most trusted beauty expert in the
consumer's mind.
3. Oral Care Product
Jee Ke Dekho Yar
Close-Up

Close-Up, the youth brand, was the first gel toothpaste to be launched in India in 1975
and has remained the category leader ever since. The brand arose out of a universal
need for confidence in a social situation, starting with fresh breath.
In 2002, Close –Up was relaunched in two variants - Close-Up Tingly Red and
Close-Up Eucalyptus Waves. Close-Up Tingly Red and Close-Up Eucalyptus

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Waves with their superior formulation provide superior cleaning, enhanced flavour
and a freshness that extends from nose to throat. The communication for Close-Up
focuses on the base line, ‘Jee Ke Dekho Yaar’, which encourages young people to go
out and get a life!

The new flavours are in line with HUL’s endeavour to continuously innovate and offer
new advanced products to the consumers. These flavours have been specially
designed to win over competition consumers.

Recently, Close-Up Whitening, the tooth-whitening variant, was introduced with a

unique self check device called “shade card”. This helps consumers identify how
“yellow” their teeth really are and also to track the improvement in teeth colour as
they use the paste. The toothpaste helps teeth get whiter in 4 week of regular use.

4. Hair Care Product :

 Sunsilk

Sunsilk - the hair expert

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Launched in 1964, Sunsilk is the largest beauty shampoo brand in the country.
Positioned as the 'Hair Expert,' Sunsilk has identified different hair needs and offers
the consumer a shampoo that gives her the desired results.

The different variants of Sunsilk - Black Shine (for dull hair), Bouncy Volume (for
thin, short hair), Silky Strength (for dry hair) and Natural Nourishment (for regular
oiled hair) - are based on well researched consumer needs and hair types.

The benefits are more compelling and relevant since the variants are harmonised in
terms of the product mix - fragrance, colour and ingredients are all well linked to cue
the overall synergy. The range comes in premium packaging and design. The accent is
on femininity, as captured in the tagline – “Baalon mein dhadkan, dil mein
shararat.”

Sunsilk was extended to hair colourants in June 2001. The colourants are available in
7 variants that are specially suited to Indian hair and skin tones and colour hair gently
and safely.

Clinic - for healthy hair

Clinic Plus shampoo was launched in India in the year 1987 and is positioned as the
'shampoo that makes your family's hair healthy and glowing.' Clinic Plus is targeted at
mothers, educated yet measuring their self-esteem through their children's
achievements.

In the year 1996, Hindustan unilever launched another variant of Clinic shampoo -
Clinic All Clear dandruff shampoo. The core proposition of Clinic All Clear is that it
is "the only shampoo that gives you dandruff-free soft hair." It is targeted at the
appearance conscious young adult, seeking dandruff-free, gorgeous hair to create a
positive impression.

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5. Deodorants
Axe - the magnet

Axe, the deodorant that is considered cool, fashionable and stylish by young men was
launched in India in 1999. Available in more than 60 countries around the world, it is
a world leader in male toiletries.

Axe has a mix that is completely harmonised globally - from its proposition and
communication to the product, as available on the shelf.

Axe is available in four fragrances: Java, Alaska, Atlantis and Voodoo. Voodoo has
become the leading male deodorant brand in India within just one and a half years
from its launch.

Consumers associate a lifestyle of cool clubs, cool music, and cool fashion with Axe.
The youth view it as an icon which introduces many 'firsts' to their world of music
and dance - like the first "World's Longest Dance Party" and the first ever “Axe
Voodoo Island Party.”

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6. Colour Cosmestics

Lakme - on top of the world

Half a century ago, as India took her steps into freedom, Lakme, India's first beauty
brand was born. At a time when the beauty industry in India was at a nascent stage,
Lakme tapped into what would grow to be amongst the leading, high consumer
interest segments in Indian Industry - that of skincare and cosmetic products. Armed
with a potent combination of foresight, research and constant innovation, Lakme has
grown to be the market leader in the cosmetics industry.

Lakme today, has grown to have a wide variety of products and services that cover all
facets of beauty care, and arm the consumer with products to pamper herself from
head to toe. These include products for the lips, nails, eyes, face and skin; and services
like the Lakme Beauty Salons.

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Beauty and fashion is not only about looking good but also feeling great, which is
reflected in the advertising line for Lakme, “On Top Of the World'”

SOAPS AND DETERGENTS

1. Fabric Wash

 Surf - Mummy's best friend

Launched in 1959, Surf was the first in the Indian detergent powder market. Over the
years, Surf has anticipated the changing washing needs of the Indian homemaker and
constantly upgraded itself.

Surf Excel, India's largest selling compact detergent powder, in its newest avatar
promises to tackle the toughest stains without damaging the color of the fabric. This is
because only Surf Excel has smart sensors that can differentiate stains from colors.
Now you don't have to worry about tackling the really tough stains, especially on your
colored clothes anymore. “Surf Excel Hai Na!”

22
For those who seek the Surf Excel clean in the front loaders, the specially designed
low suds formulation Surf Excelmatic promises to give just that - a superlative clean.
Those preferring the modern and convenient way to wash can rely on Surf Excel
Liquid. The liquid form penetrates deep allowing great wash results. For the really
tough stains, you can apply the liquid directly on the body of stain (through a stain
treater) - you will see tough stains being tackled with ease.

With years of laundry expertise, Surf Excel now has a Careline,

surfexcel.careline@hul.com that can answer all queries on fabric care.
 Wheel

“Mehnat kum, phir bhi dhulai No. 1.”

Wheel - makes washing easy
Wheel is a detergent brand that caters to the laundry needs of the mass market. It was
first launched in the year 1987. Wheel Green is the single largest (No 1 by market
share) detergent brand in India by value.
Wheel is packed with powerful lather (power foam) that cleans even tough dirt stains
on collars and cuffs with ease. It, therefore, cleans effectively with lesser effort,
making a laborious chore like washing - light and easy. Moreover, Wheel does not
burn hands or harm clothes like some other detergents, which contain a high
percentage of soda.

Wheel also has a premium variant called Active Wheel. It gives the consumer the
value of 3 benefits in 1. It not only cleans effectively with less effort but also keeps
the colored clothes looking bright and has a great fresh fragrance. Active Wheel gives
consumers 'Quality Clean and Care' at an affordable price. In short, Wheel can be
summed up as - 'Mehnat kum, phir bhi dhulai No. 1.' Wheel is, therefore, the smart
housewife's choice.

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2. Personal Wash
Lifebuoy
Lifebuoy – “Family health protection for my family and me”
World’s largest selling soap offers a stronger health benefit to the entire family
Launched in the year 1895, Lifebuoy, for over a 100 years, has been synonymous with
health and value. The brick red soap, with its perfume and popular Lifebuoy jingle
have carried the Lifebuoy message of health across the length and breadth of the
country, making it the largest selling soap brand in the world.

In 2002 Lifebuoy was relaunced, marking a new turning point in its history. The new
mix includes a new formulation and a repositioning of the brand to make it more
relevant to both new and existing consumers.

Lifebuoy is no longer a carbolic soap with cresylic perfume. It is now a milled toilet
soap with a new health fragrance. The new formulation has an ingredient, Active-B,
which offers protection against germs, which can cause stomach infection, eye
infection and infections in cuts and bruises. The new health perfume has been selected
after one of the most extensive perfume hunts in the industry. The new milled
formulation offers a significantly superior bathing experience and skin feel. The new
formulation, new health perfume and superior skin feel, along with the popular red
colour, have registered conclusive and clear preference among existing and new users.

The new Lifebuoy is targeted at today’s discerning housewife with a more inclusive
“family health protection for my family and me” positioning. Lifebuoy has made a
deliberate shift from the male, victorious concept of health to a warmer, more
versatile, more responsible benefit of health for the entire family.

The new Lifebuoy range now includes Lifebuoy Active Red (125gm, 100 gm and 60
gm) and Lifebuoy Active Orange (100gm). Lifebuoy Active Orange offers the
consumer a differentiated health perfume while offering the health benefit of
Lifebuoy.

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At the upper end of the market, Lifebuoy offers specific health benefits through
Lifebuoy International (Plus and Gold). Lifebuoy International Plus offers protection
against germs, which cause body odour, while Lifebuoy International Gold helps
protect against germs, which cause skin blemishes.

Lux
Lux - the film stars' choice
Endorsed by popular film stars, Lux is one of the biggest brands in the soap category.
Lux was launched in India in the year 1905.
Lux comes in 3 attractive variants - Lux Pink is a fragrant ensemble of almond oil,
Lux White a rich creation of milk cream and Lux Black (in a pastel shade of lemon
yellow) overflows with the goodness of honey, and is also the first of its kind in the
market.
The new, exotic addition includes International Lux Skin Care 'Sunscreen Formula'. A
unique soap, which protects the skin's fairness against darkening by the sun. The
product contains a combination of sunscreen actives, which are deposited on the skin
as a protective layer, even as the soap washes away dirt and grime. This breakthrough,
for the first time in the world, is the result of technology patented by HUL.
In short, Lux has worked its charm on millions of women, making their dreams of
beauty come true.

Breeze
Breeze - makes dreams a reality

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Launched in 1991, Breeze is a mass-market soap that sells in the economy segment.

The fragrant ensemble from Breeze comprises 3 variants, which contain the real
goodness of natural ingredients such as rose water, sandal extracts and lime extracts,
giving skin a glowing radiance.

Originally launched in 1989, Breeze is today perceived to be a good value for money
brand - with outstanding sensory experience. Its strengths are its fragrance, lather and
the soft feeling it has on the skin. A new variant, a hair-and-body soap, Breeze 2-in-1,
was launched in January 2001. Enriched with coconut oil and lime extracts, it was the
very first of its kind and leaves the consumer looking and feeling beautiful.

The brand plays a critical role in its consumer's life, because Breeze for her is more
than just soap. It is, in fact, her beauty aid, her only cosmetic, and one that she can
afford. She regards Breeze as her only way of fulfilling her dream of looking
beautiful.

3. Household Care
Vim

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Vim – Khar Khar ka moh tod jawab
In 1993 Vim Bar was launched. This product had many benefits including better
clean, ease of handling and easy storage. Vim Bar was re-launched in 1997 with an
improved formulation and new communication, which tackled economy and
performance. Much appreciated by the mass market, it resulted in conversions not just
from powder users, but also from proxy users who did not upgrade to powders but
preferred to use Vim Bar instead.

The brand has grown significantly registering strong double-digit growths in both
volume and value terms. Vim Bar was relaunched a second time in 2002, with a
unique “Stain Cutter” formulation that removes the toughest stains such as burnt milk
and ghee stains. This new formulation evolved through research and is now setting
benchmarks in tough stain removal. New Vim offers the consumer a superior
performance at a great value.

Vim is the market leader in the dishwash category. Today Vim is available in powder,
bar and liquid form. Vim continuously strives to innovate its products to enhance the
lives of its consumers. Whether it be through its new 'Stain Cutter' formula in its Vim
Bar or it's the stain busters in its powders, Vim stands for the best quality in dishwash
products.

27
FOODS AND
BEVERAGES

28
 FOODS AND BEVERAGES
1. Ice Creams
 Cornetto

Kwality Wall's Cornetto - bite bite mein pyar

Launched in the year 1995-96, Cornetto is undoubtedly one of the most popular ice
creams in India. Positioned as the icon for romance and special moments - it is
targeted at young adults.
However, with its rich multi-sensory eat experience, it is overwhelmingly quoted as
the favourite of consumers across ages.

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 Feast

Kwality Wall's Feast - feasting on 'the big “F”

Launched in 1995-96, the Kwality Wall's Feast range of ice creams and frozen
desserts has been positioned as a “Youth ice cream brand with an attitude.”
Over the years, Feast has expanded its 'chocolate only' portfolio to a more diverse
one by including refreshment products like Mango Zap, Calypso Punch and
Jaljeera Blast. This was in keeping in line with the varied need-states of today's
youth.

As part of Kwality Wall's endeavour to consistently reach out to the consumer

with new and exciting flavours, Feast has launched Feast Snacko. The stick
product is an excellent value for money proposition.

As part of Kwality Wall's endeavour to consistently reach out to the consumer

with new and exciting flavours, Feast is launching a new SKU, viz. Feast Snacko.

30
 The stick product is expected to take the market by storm, as it is an excellent
value for money proposition.
Continually connecting with today's youth, Feast remains the ice cream with . . .
The Big F!

 Max

Kwality Wall's Max - the 'masti' ice cream

Max, launched in the year 1999 as the 'masti' ice cream, is targeted solely at children.
All Max products are fortified with extra vitamins. Max Cups and Max 123 have
Vitamin A, Max Orange and Max Joos have real fruit juices and Vitamin C (a single
Max Orange candy offers a child 15% of his daily requirement of Vitamin C).
Max says, 'Masti kar Befikar' and encourages all kids to go ahead and have lots of
fun!

Max has recently been extended as confectioneries (candies) - MaxMasti,

MaxMagik and ChocoMax.
 Cornetto Soft

Kwality Wall's Cornetto Soft

In 2002, Kwality Wall’s is introducing a host of unique product innovations under a
new brand called “Cornetto Soft”. The new range includes a Super Cone (a bigger
soft cone- Vanilla and other flavours like chocolate, strawberry etc), Strawberry
Sundae Cup (Creamy tasty vanilla topped with rich strawberry sauce), Chocolate
Sundae Cup (Creamy tasty Vanilla topped with thick chocolate sauce), Ripple Cones
(Creamy tasty vanilla softy with strawberry or mango ripples) and Nutty Delight
(Creamy tasty Vanilla topped with thick chocolate sauce and nuts, served in a cup.).
The price ranges from Rs.7/- for a Super cone to Rs. 20/- for a Nutty Delight.

At a Kwality Wall’s kiosk, the consumer will experience innovative promotions and
themes that will take place regularly at and around the outlet kiosk, it will be seen as a
‘cool place to hang out and a great place to eat out.’

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Kwality Wall's has a perfect blend of affordability, hygiene and taste that will win
over the consumer.

Kwality Wall’s Softies are untouched by human hands. The first hand that touches the
product is the consumer's. Kwality Wall's uses a pre-mixed liquid produced and sealed
at the factory and is untouched by the operator at the outlet. The advanced Tamper
Proof technology & the sophisticated softy dispensers make sure that hygiene is given
the highest priority. The ingredients are pasteurized and homogenized, which ensure
true quality & consistency of the end product.

As a result Kwality Wall’s is the only one offering a superior and completely hygienic
product.

Kwality Wall's aims to ensure that the consumer gets a world class product delivered
to meet local taste requirement under strict Unilever standards of hygiene and at a
great price!

 Kwality Wall’s Black Currant Sundae

Irresistible international flavour now available in India
The exotic dessert, Kwality Wall’s Black Currant Sundae, launched in India, has a
mouth-watering black currant sauce and creamy vanilla. The Black Currant sauce has
been specially formulated by Kwality Wall’s, to offer a truly delectable dessert for its
consumers, that leaves them yearning for more.

Black currants are grown in Europe, USA and Chile, rich in vitamin C and minerals,
they are used to make exotic jellies, jams, drinks and sauces the world over.

There is an even more interesting history to sundaes. In the 1980s, when this
delightful dish was first put together in the US, it was against the law to sell soda and
consequently, ice-cream sodas on Sundays. So the trend of serving ice cream with
sauces and toppings instead of soda began. Soon, ice-cream sundaes became so
popular that people opted for this dessert on weekdays as well.

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Kwality Wall’s Sundaes were launched in 2001 in India in Chocolate, Strawberry
and Mango flavors. These products were a phenomenal success and are now being
taken to the next level with an exotic Black Currant sauce and Black Currant Dry
Fruit pieces.

In a day and age, when families hardly find time to spend together, Kwality Wall’s
sees its Sundaes as an offering, which helps bring families together for fun and
enjoyment. 10 p.m. would henceforth stand for Kwality Wall’s Sundae time!

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2. Beverages

Brooke Bond 3 Roses - has colour, taste & strength

Brooke Bond 3 Roses, a premium dust brand was launched in 1978 in the heartland of
coffee drinking households in southern India. The brand can rightfully claim credit for
creating a tea drinking habit amongst these households through its highly successful
positioning as the only tea with a perfect combination of colour, taste and strength -
the 3 most important attributes in a cup of tea. Not surprisingly, this wonderful cup of
tea came to be enjoyed by a cross section of consumers giving it undisputed market
leadership.

Since the turn of the millennium, the brand has taken a further leap by adding a highly
motivating emotional benefit - The Perfect tea for Perfect moments - amongst
couples. The first step towards appropriation of this emotional mind-space started
with a highly successful Perfect Couple search campaign, which saw significant
strengthening of affinity and disposition towards the brand. This is being furthered by
a new theme - triggering an even stronger emotive link with the consumer.

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 Brooke Bond Red Label - nation's cup of tea
Brooke Bond Red Label Tea was launched in the year 1903, which makes it one of the
oldest brand of tea in the country. It also has the distinction of being the largest brand
of tea in India and has a truly national presence. For years, Red Label has stood for
good quality tea and it can be easily called as one of India's favourite tea brands.
The brand was relaunched in the year 2000 with a new product formulation, wherein
long Assam orthodox tea leaves were added to the base CTC tea to deliver enhanced
taste. These are referred to as 'Assam Super Tasters' in the brand's communication.
The new campaign highlights the irresistible taste of the new Red Label Tea through
executions that revolve around a very catchy base line 'Don't Mind - Ek Cup Aur' -
Ready for another cup!

 Brooke Bond A1 - 'kadak chai

Brooke Bond A1 was launched in the year 1995 as HUL's offering in the discount
segment of tea. It is targeted at converting consumers of loose tea and local packet tea
players.
Brooke Bond A1 has region specific blend formulations to meet the needs of the
consumers in different regions of India.

The core proposition of the brand is 'Strength'. The benefit to the consumer is 'Strong
tea that charges my confidence'.

Brooke Bond A1 Power, a variant of Brooke Bond A1, is fortified with Vitamins. It
has initially been launched in Karnataka in March 2001.

Brooke Bond A1 Power, similar to Brooke Bond A1, has the consumer offering of
"Strength" but has Vitamins as a reason for the consumers to believe in the
proposition. The choice of vitamins has largely been based on evidence of deficiency
among the target group.
Targeted at lower middle class consumers, this brand variant is expected to gain from
local players and upgrade Mother brand Brooke Bond A1.

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 Brooke Bond Taj Mahal Tea - 'Wah Taj!'
Taj Mahal Tea was launched in 1966 as a premium CTC leaf brand. Over the years,
the brand has fulfilled its promise of India's best tea. The tea is carefully chosen from
a thousand teas from the best gardens of Assam to give it an exquisite aroma and
taste. It is endorsed by Ustaad Zakir Hussain who personifies the brand in all respects.
The brand has constantly led by innovation, whether it be the first tea bag in the
country in 1979 or the patented 'vacuum pack', which keeps the great quality intact.
No wonder tea lovers across the country start the day by saying 'Wah Taj!'

 Lipton Taaza - the fresh cup of tea

Lipton Taaza was launched in 1988. The strategy for the launch was to convert loose
tea users into packet tea. The brand was launched in a poly pouch format designed to
preserve the freshness of tea. The name Taaza signified 'fresh tea'. The core benefit
was refreshment. Taaza pioneered the format of pouches on a national scale.

Lipton Taaza is one of the largest tea brands in the country, specially in the Hindi belt.
The core proposition of the brand now is 'Fresh Taaza tea refreshes like no other tea
can.' The brand commercials in the past have shown fresh tea being selected from
select gardens and this in turn leading to amazing refreshment.

 Lipton Yellow Label - the global cuppa

Lipton Yellow Label is Unilever's global tea brand and sells in many countries across
the world. It has pioneered the growth of tea through non-traditional formats like Tea
Bags and more recently Ice Tea.

Lipton Yellow Label is a brand for young minded people and offers an option to tea
lovers to enjoy their favourite drink in an exciting and refreshing way.

 Brooke Bond Bru - the instant coffee

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Brooke Bond Bru, launched in 1969, created history in the first year of launch by
growing to a record market share of 21%. Ever since, it has grown from strength to
strength and is now the single largest brand of Instant Coffee in India, with a
dominant presence in South India (which accounts for 65% of the All India market).

Initially positioned on the generic benefit of convenience, it was communicated in the

late 70s as 'the favourite of coffee lovers in the South.' This evolved in the 80's to the
well known 'Closest in taste to Filter Coffee' platform. Bru is one of the most salient
Packaged Mass Consumption Goods (PMCG) brands, especially in Southern India.

Bru has been instrumental in virtually creating the entire Instant Coffee category as it
exists today. It has been at the forefront of most innovations in the Instant Coffee
category - whether in coffee-chicory blends, refill packaging, vending operations, or
more recently the Low-unit-price packs. Bru's popularity cuts across all sections of
society - income, townclass and states, the name being synonymous with Instant
Coffee in all the Southern geographies.

 Lipton Green Label - the champagne of teas

Lipton Green Label is the only popular orthodox tea in the country. Chosen from the
best leaves of the best Darjeeling Gardens, the tea has an aroma and flavour that
testifies to its pedigree. The tea is packed in a special toptainer that is both a container
and a dispenser.

Lipton Green Label tea is best when the leaves are brewed in a pot of hot water to
keep the flavour intact. More and more people are discovering the delight of true
orthodox tea through Lipton Green Label.

3. POPULAR FOODS
 Annapurna

Annapurna - flowering of a flour

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Hindustan unilever's Annapurna Fortified Atta, developed through using agrarian and
processing technologies, is extracted from premium quality food grains. Its richness
of nutrients is not just entirely retained, but boosted through fortification. The iron in
it, in particular, addresses a deficiency that 6 out of 10 Indians suffer from.

A special grinding technique ensures that Annapurna absorbs more water when
kneaded for chapatis. This helps keep the chapatis soft, fresh and tasty for far longer.
In other words, a brand that supplies much of the daily nutrients an Indian consumer
need.

CULINARY PRODUCTS
 KISSAN

Kissan - the taste to grow up with

Acquired by Hindustan Unilever Limited in 1994, the Kissan category consists of
'deliciously holesome products for kids to grow up.'

The Kissan range consists of ketchup and other sauces, puree, jams, squashes and
ready-to-drink products. For mothers and children, Kissan is today one of the most
trusted processed food brands in the country.
OILS AND FATS
 DALDA

Dalda - for healthy cooking

Launched in 1937, Dalda Vanaspati has been the Indian housewife's trusted
companion for tasty, healthy cooking. Considered as an embodiment of mother's love,
Dalda has always been associated with purity, quality and trustworthiness.

In 2000, Hindustan unilever launched Dalda Activ, a healthier version of Vanaspati,

primarily because it contains twice the amount of healthy fat (poly unsaturated fats)
and also actively reduces the unhealthy fat (saturated and trans fat). As a result, food

38
cooked in Dalda Activ does not congeal on cooking and, hence, no layer of fat is
formed.

The product was developed through the process of interesterification, a fat

modification procedure, which changes the melting and crystallisation properties of
the fat. The process has been perfected for Indian conditions at Hindustan unilever's
Foods Innovation Centre.

In 2001, Hindustan unilever launched Dalda Classic, which with its butter aroma is
targeted at consumers in the South.

SWOT ANALYSIS
SWOT ANALYSIS

STRENGTH ENJOYED BY HUL

 HUL distribution network is one of the best in the country this is the key strength
converted to the company.
 Research & Development for improvement of products, technology innovation in
the production process is another major strength of HUL.
 Very large spectrum of well establishes brands ensure in long run growth and
above average returns.
 Economics of scale and economies of scope through large size and diversification.
 Technologically and operational support from the parent company i.e. Unilever.
Weakness Suffered by HUL
 Inappropriate diversification resulting in higher prices (because of high variety
cost is higher).
 Very complex organization resulting in role conflicts.

39
Opportunities Offered by Environment:
 Very large population of India is tremendous opportunity for Fast Moving
Consumer Goods (FMCG).
 Competitor effectiveness to produce high quality, low cost produces is poor. Most
of the competitors are small in size that’s why the cost of production is high.
 Income level of customer is steadily rises there by offering by an opportunity to
sell branded products as against unbranded products.
 Stable, legal, political environment that offers good potential for growth.

Threats Faced by the HUL:

 One of the major threat the HUL is facing is from smaller companies producing
smaller companies producing products similar to HUL because the production
process is not highly technically.
 Most of the product of HUL are by nature low cost items therefore the risk
involved on the part of customer is less this results in brand loyalties nor
sustainable in long run.

The BCG matrix depends on the item life cycle hypothesis that can be utilized to
figure out what needs ought to be given in the item arrangement of a specialty unit. As
indicated by this method, organizations or items are delegated low or superior
workers relying on their market development rate and relative piece of the overall
industry. The fundamental thought behind it is that the greater the piece of the pie an
item has or the quicker the item’s market develops the better it is for the organization.
BCG Matrix of Hindustan Unilever
Hindustan Unilever Limited (HUL) is India’s biggest quick moving purchaser
products organization. The Anglo-Dutch organization Unilever claims a 52% lion’s
share stake. HUL was framed in 1933 as Lever Brothers India Limited and appeared
in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan
Vanaspati Mfg. Co. Ltd. furthermore, United Traders Ltd. It is headquartered in
Mumbai, India and has employee strength of more than 15,000 representatives and
contributes to indirect livelihood of more than 52,000 individuals. (ArtiVaish, 2014)
The organization was renamed in June 2007 as “Hindustan Unilever Limited”. The

40
organization meets each day requirements for sustenance, cleanliness, and individual
care, with brands that individuals feel great, look great and get more out of life.
HUL have a to a great degree wide market introduction with more than 35 brands
traversing crosswise over 20 particular classifications, for example, cleansers,
cleansers, shampoos, healthy skin, toothpastes, antiperspirants, beautifying agents,
tea, espresso, bundled sustenance, dessert, and water purifiers. HUL’s brands – like
Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair and Lovely, Sunsilk, Clinic, Close-up,
Pepsodent, Lakme, Brooke Bond, Kissan, Knorr, Annapurna, Kwality-Walls – are
commonly recognized names the nation over and traverse numerous classifications –
cleansers, cleansers, individual items, tea, espresso, marked staples, dessert and
culinary items. They are fabricated in more than 35 manufacturing plants, a few of
them in reverse territories of the nation. The operations include over 2,000 suppliers
and partners. HUL’s conveyance organizes covers 6.3 million retail outlets counting
direct reach to more than 1 million. (Purshottam, 2012) The BCG analysis of HUL is
given below.

Stars
Star is a specialty unit that has a substantial piece of the overall industry in a quickly
developing industry. Stars produce a lot of money on account of their solid relative
piece of the overall industry, additionally expend a lot of money in view of their high
development rate; consequently the money in every bearing roughly nets out. On the
off chance that a star can keep up its substantial piece of the overall industry, it will
end up being a cash cow when the market development rate decays.

HUL stars are

1. AXE Deodorant
2. Fair & Lovely
3. Lakme Anti Ageing
4. Vim
5. Wheel
6. Surf Excel
7. Lifebuoy
8. Lux
9. Kwality Walls
10. Kissan Jam
11. Knor Soup

All these products are contributing maximum to the market share. Taking AXE
Deodorant as an example is contributing almost 25% in the market share. (Sandhu,
2013) Same is the case with the other stars of HUL as well.
Cash Cows
Cash Cow – a specialty unit that has a vast piece of the pie in develop, moderate
developing industry. As pioneers in a develop showcase, cash cows display an arrival
on resources that is more prominent than the market development rate, and along
these lines create more money than they expend. Such specialty units ought to be
“drained”, separating the benefits and contributing as meager money as could
reasonably be expected.

41
The cash cows of HUL are:

1. Clinic Plus
2. Sunsilk
3. Vaseline
4. Red Label
Sunsilk made the biggest group for Indian young ladies which are –
www.sunsilkgangofgirls.com. Sunsilk inventively thinks of a whole item scope of
Soft and Smooth, Thick and Long, Damaged Repair, Hair Fall Solution, Stunning
Black Shine and Hostile to Dandruff. Similar steps are taken for the other cash cows
as well. (documents.mx, 2014)
Question Marks
Question Mark (or Problem Child) – a specialty unit that has a little piece of the pie in
a high development showcase. Question marks are becoming quickly and in this way
devour huge measures of money, but since they have low pieces of the pie they don’t
produce much money. The outcome is huge net money utilization. A question mark
(otherwise called an “issue kid”) can possibly pick up piece of the pie and turn into a
star, and in the end a money dairy animals when the market development moderates.

The HUL question marks are:

1. Close Up
2. Pepsodent
3. Annapurna
4. Fair & Lovely Menz Active
5. Domex
6. Rin
7. Breeze
8. Taj Mahal Tea Bags
9. Kissan Ketchup
10. Knor Meal Maker

Since they are the new participants or strugglers in the market for real share where the
market is changing at a high pace, endeavors are being made to ensure that the pick
up on their piece of the pie. Pepsodent went into a noteworthy change of its Germ
check and Whitening toothpaste by thinking of the Sensitive and Gum care scope of
toothpastes. (ArtiVaish, 2014) Knor soups thinking of the whole scope of soups
running from tomato blend vegetable, Chinese to chicken soups.

Dogs

Dogs – a specialty unit that has a little piece of the overall industry in a develop
industry. A dog may not require significant money since they have low piece of the
pie and a low development rate and in this manner neither create nor expend a lot of
money, and they are money traps as a result of the cash tied up in a business that has
minimal potential and the capital that could better be conveyed somewhere else.

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The dogs of HUL are
1. Taaza
2. Brooke Bond Sehatmand
3. Bru
Brooke Bond Sehatmad ought to be sold off in light of the fact that the client tastes
and wholesome necessities have changed from tasting vitamin B improved tea to
hostile to oxidants improved tea. With the advancement of green tea, the request by
wellbeing cognizant people is a greater amount of against oxidants rather vitamin b,
as natural products give an abundant wellspring of vitamins. (papers.ssrn, 2014)
So this is the financial analysis of HUL on the basis of BCG matrix.

PESTEL:

HUL has created a great empire over years and it has gathered a lot of wealth and
income especially when it offered equity to Indian shareholders. Evidently, it has been
able to offer products such as soaps, teas, shampoos and detergents to over 700
million consumers. The PESTLE analysis is a vital strategic tool for understanding
the market growth or decline that the HUL has relied on invariably. The mainstay
aspects of PESTLE analysis include the following;

 Political aspects
Political factors are known to impact company’s ways of operation. Political factors
can easily build opportunities and advantages for any company. Legislation, voluntary
codes, market regulations and trade agreements are factors that have influenced
operations of HUL. Tax levies and tax breaks have controlled the market in one way
or another.

 Economic factors
Global interest rates and fiscal policy are all agreed around economic conditions. The
climate of the Indian economy controls how HUL consumers, suppliers and many
stakeholders conduct themselves. A growing economy will have effects on HUL
operations as it will increase unemployment, lower stakeholders’ confidence and high
spending power.

 Social factors
In the business world, it is wise for any entrepreneur or enterprise to pay attention to
societies and the media. Social factors impact consumers’ attitude, interests and
opinions. Social factors shape consumers, the way they behave and what they are
willing to purchase. Population changes in India have influenced the way HUL
operates especially supply and demand of goods and services within an economy.

 Technological factors
Technological infrastructures like internet and other ways to share information have
impacted the operations of HUL and many other companies. It has also become easy

43
for many companies to manage their operations and for consumers to expect instant
results. Faster exchange of information has become the in-thing for stakeholders and
consumers.

 Legal factors
These factors come with both external and internal factors. Certain laws affect the
business environment while others have certain policies that any company can
maintain. HUL has been impacted by consumer laws, safety standards and labor laws
among other rules.

 Environmental aspects
These are factors that are determined by surrounding environment and they have
influence on other areas that go hand on hand with business environment. Factors of a
business environmental analysis like that of HUL or any other company include
climate, weather, global changes in climate and geographical location.

There are many outlines for many companies to conduct PESTLE analysis. Looking
at the HUL PESTLE analysis is one of the great ways to succeed in the business
sector. These factors have made the company to grow and meet the needs of many
clients and in most of apt means. Development sustainability has become the first
priority for HUL over the years.

MARKETING STRATEGY OF HINDUSTAN UNILEVER LIMITED

1)HUL’S NEW GROWTH STRATEGY:

After having fought a bitter price battle for market share with its rivals, Hindustan
Unilever Ltd (HUL), Indian subsidiary of the Anglo- Dutch consumer goods company
Unilever Plc, is now working on a new growth strategy for its laundry business.

“Price cut or hike is not a long-term growth strategy. Pricing, in fact, is now passe,”
insists Sudhanshu Vats, category head, home care. “Our strategy for growth, now is
focused on product innovation, new consumer and retail trends and aggressive
marketing and promotions,” he said.

This comes even as Unilever is scouting for a potential buyer for its laundry business
in the US.

HUL says it is quite upbeat about the segment and says the laundry segment is one of
its “key growth areas. “We have done key innovations across the product portfolio
and it is working for us,” says Vats. “We successfully migrated from Rin Supreme to
Surf Excel and Wheel Smart Srimati—which was rolled out in 2006—is also on the
right track.”

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HUL’s market share in the laundry segment grew to around 37.8% in the quarter
ended June from 35.5% in the same period last year, according the market research
firm ACNielsen. However, this time, the increase was not at the expense of price war
with its multinational rival Procter & Gamble Co. P&G also gained 0.5 percentage
points, up to a 7.6% share. Nirma Ltd, the Ahmedabad- based manufacturer, however,
saw its market share dip by 1.7% percentage points to 13.5%.

Wheel, a value brand that, according to Vats contributes around 50% of HUL’s
laundry segment revenues, increased its market share by 2 percentage points in the
same period, with a total share of about 18%.

According to ACNielsen, the laundry industry in India was worth Rs7,908 crore in
2006 and rose 8.4% over 2005. HUL doesn’t report its laundry revenues separately
but puts them under the soaps and detergent category.

In 2006, HUL’s soaps and detergents segment contributed around Rs5,596 crore to the
company’s total sales of Rs12,103 crore. “Laundry has been an attractive segment in
the past and is likely to keep growing in the near future. The recent price war between
companies led to erosion in their profitability but now, the industry is stabilizing,”
says Unmesh Sharma, an analyst at Macquarie Securities here.

According to Vats, the laundry business is witnessing a surge in demand from cities
and HUL is focusing on Tier I and II cities to tap that demand.

2)SUSTAINABILITY STRATEGY
We have a long-standing set of values and principles that guides our behaviour. These
values underpin our approach to sustainability.
We have always been a business driven by a strong set of values. Today those values
are as important as ever. We now know that the well-being of society and the
environment is critical to our ability to grow.

Our Sustainability strategy

Unilever’s vision is to double the size of its business while reducing the overall
impact on environment. This new vision recognises that the world is changing,
populations are growing and the rise in incomes is fuelling a growth in the demand for
consumer products. Products like ours rely on an increasingly constrained set of
natural resources, whether it is fuel, water, or other raw materials.
In Hindustan Unilever Limited (HUL), the principle of Corporate Responsibility (CR)
is an integral part of our commitment to all our stakeholders – consumers, customers,
employees, the environment and the society that we operate in.

Today, India is battling multiple issues like water scarcity, poverty, and problems
arising out of low awareness of health, hygiene, and nutrition. If these issues are not
addressed soon, they will create insurmountable barriers to business growth. We
believe that helping society prosper and ensuring a sustainable future for the planet

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goes hand in hand with our goal of ensuring growth that is competitive, profitable,
and sustainable for our organisation.

Our contributions have to be substantial and sustainable, which is why we are not just
banking on our philanthropic programmes, but are transforming our core business
practices as well. Even the seemingly small innovations in our brands and business
processes can lead to a big difference in society as we touch the lives of two out of
every three Indians.*

For example, if one household uses Surf Excel detergent, it can conserve two buckets
of water per wash. A million Indian households using Surf Excel can save enough
water for meeting the basic hygiene needs of many Indians. Thus, small individual
actions multiplied with our large consumer base will make a big difference in
combating the issues society faces.

We will further demonstrate that successful business strategies are driven by

responsible business practices. The key to this approach is developing a CR
framework which integrates the social, economic, and environmental agenda with our
business priorities – growing markets, maintaining the competitive edge, enjoying
goodwill in the communities we operate in, and building trust and an exceptional
reputation. Hence, in the future, the three cornerstones for CR integration with
business at HUL will be:

Growing markets responsibly:

We will address issues related to hygiene and nutrition through product innovations
and awareness. Gathering information about the concerns expressed by consumers,
communities, and stakeholders can help us identify opportunities for innovation at the
category, brand, and marketing plan level. We have a very strong and trusted position
in India and we can leverage this to our competitive advantage.
Ensuring sustainable practices in our operations:

To secure a thriving future, we need to establish sustainable sources for raw

materials. Being a company that is heavily dependent on water, agriculture, fuels and
petrochemicals, we must plan now for a future in which water could be scarce,
agriculture could be under pressure, and fuels will be expensive. Our consumers add
up to two-thirds of the Indian population, hence addressing sustainability issues is a
high priority.

Building a good reputation through responsible leadership:

46
CR is one of the key components of reputation and trust. A good reputation can be a
major competitive advantage and can build employer brand and consumer loyalty.

3)Engaging with our stakeholders

Listening to others and learning from our stakeholders informs our decision-making,
strengthens our relationships and helps us succeed as a business.

Stakeholder engagement for identifying issues that are material to us:

We appointed SustainAbility International to conduct stakeholder engagement on our
behalf. They analysed and assimilated the expectations of stakeholders regarding
issues that matter to them. These expectations were similar to the areas identified by
us, where HUL's contribution could create a significant impact.

Scoping the areas for intervention

While the issues are many, it is necessary to address them in a systematic manner to
make a real difference. Instead of spreading thin across all issues, we have chosen to
work on five areas to ensure a deep impact.

These areas have been arrived at using the output from our stakeholder engagement
process and areas which we are poised to address through our business.

Key messages from stakeholders

‘Target. Allocate resources. Achieve those targets. This is more critical than just being
visible & talking about it.’
- ‘We feel that some Indian companies can be leaders in their respective sectors. HUL
has the potential to be such a leader.’

- ‘Invest for your markets – don't do social work, it isn't your ballgame.’

- ‘Please make money out of it. When you make money out of it, things are going to
change.’

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4)Governance
We aim to have strong governance structures in place to manage our social and
environmental responsibilities carefully and thoughtfully.

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 Corporate Responsibility at HUL is led by the CEO and the Management Committee
(MC) of the company. The MC governs the sustainability strategy with a view of key
strategic approaches and seeks reports on impacts and efforts against clear targets.

Each of the nine cells (in the daigram shown in Sustainability strategy section) is
owned by an MC member. For the execution of the strategy there is a team of 12
Sustainability Governing Council (SGC) members based on their respective functions.

Sustainability Governing Council

The Sustainability Governing Council is responsible for:

 Recommending sustainability priorities for approval by the MC and

monitoring its progress

 Recommending HUL's positions on critical issues for approval by MC

 Receiving stakeholder feedback

The role of the SGC is formalised, with a clear mandate and terms of reference
outlining its mission, purpose, membership, meeting schedule, and reporting systems.

External commentary
We shared our sustainability strategy with leading external experts from diverse
backgrounds. Below you can read their comments on our sustainability strategy.

49
View of leading external experts on HUL’s sustainability strategy
‘The long-term strategy and roadmap provides a comprehensive approach towards
meeting future sustainability challenges, especially with respect to resources such as
water and energy.’

- Shirish Sinha, Head Climate Change & Energy Programme, WWF

‘We are happy with the focus on linking the business processes with corporate
responsibility. Social impact has to be central to business processes, which is brought
about by HUL's strategy. Corporate responsibility via business strategies is the way
forward.’

- Ibrahim H. Rehman, Director, Social Transformation Division, TERI

‘The tying up of your strategic threads is excellent. Ensure that you carry it through
action!’

5)COMPETITIVE STRATEGY

As Competition Heats Up, India’s Top Consumer-Products Company Woos Affluent

Shoppers With Global Brands Like Dove, While Cooking Up Its Foods Biz
The middle-aged Briton strolling the aisles and checking out the products doesn’t
attract much notice from other shoppers in Mumbai’s Hypercity, the India
hypermarket chain. That’s how Douglas Baillie likes it. Baillie, the managing director
of Hindustan Unilever, India’s premier consumer-products company, wants to see how
his products are stocked, what consumers are buying, and how shoppers are reacting
to competitive brands. It’s primary market research at its most elemental, and it’s best
done incognito.
Hindustan Unilever has traditionally relied on small traders and mom-and-pop corner
stores to retail its products. But India’s recent retail boom has created large stores and
malls, so the company wants to make sure it’s in with the new marketing crowd.
Hence Baillie’s Hypercity visits, and the calls he makes on the headquarters of the big
retail chains.
This is quite a change for Hindustan Unilever, whose executives used to have
emissaries make obeisance at Lever house in downtown Mumbai. “I can’t imagine
any head from Lever House ever visiting other company offices like this,” says an
amazed Damodar Mall, chief executive of innovation and incubation at Pantaloon
Retail, India’s largest retailer and a former manager at Hindustan Unilever.

6)OTHER STRATEGY
 Grow ahead of market by leading market development activites.
 leverage positive impact of growing Indian economy on consumer spending.
 Grow a profitable foods and top end business.
 Grow the bottom-line ahead of top line.
 Strong commitment to sustainable development.

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 HINDUSTAN UNILEVER LIMITED-COMPETITORS

In some category market challengers are giving high level competition in different
product lines such as ketchup and tooth paste.
So we can see that in overall FMCG business HUL is distantiy ahead of rest of the
companies as far as market share of different product are concerned

CATEGORY WISE SALE GROWTH OF FMCG SECTOR OF HUL IN IN

INDIA
CATEGORY PERCENTAGE
SOAPS AND DETERGENTS 19.3%
PERSONAL PRODUCTS 22.4%
ICE CREAM 15.7%
PROCESSED FOODS 13.7%
BEVERAGES 13.6%
OTHERS 19.4%

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PORTFOLIO STRADDLING THE PYRAMID ACROSS CATEGORIES
Particulars Laundry Soaps Shampoo Skin Toothpaste tea Coffee
Market 2247 1658 542 698 691 1113 177
size-$ mln
Hul share 37.5% 54.3% 47.8% 54.5% 29.5% 22.7% 44.0%
Nearest 13.6 9.7 23.7 7.4% 48.8% 20.8% 39.1%
competitor

AFFLUENT

ASPIRING

STRIVING

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 CATEGORY LEADERSHIP: LAUNDRY

As mentioned in the above graph ,hul is enjoying the leader position in the market and
is having high market share in home care products.

BUILDING CATEGORY:PROCESSED FOODS

LARGE SNACKING MOMENTS low ketchup penetration
SNACKING INCIDENCE

SNACKS %HHLDS

POTATO 37
CHIPS
MIXTURE 43
BHAJIYA 27

MURI(EAST) 27

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 NORTH 21%

SOUTH 7%
EAST 25%
WEST 16%

METROS 31%

STRONG GLOBAL BRAND : DOVE

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As mentioned in the above graph ,hul is enjoying the leader position in the market and
is having high market share in personal care products. Dove is a global brand and
used by million of customers,due to various innovations made it is becoming famous
among teenagers and the sales is constantly increasing.

MARKET SHARE OF HINDUSTAN UNILEVER – SKIN CARE PRODUCTS

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As mentioned in the above graph ,hul is enjoying the leader position in the market and
is having high market share in personal care products.nivea and garnier are strong
competitors of hul in skin care products to stay ahead it has to do advertisements and
give various promotional offers.

SUGGESTIONS AND RECOMMENDATIONS

 As it is obvious from the study the products of HUL have approached the high
water mark of sale in the global consumer market. However, there are genuine
reasons to observe that they have yet to attain the cutting edge status on many
counts. In thisregard a few suggestions can be made to give the required boost
to the marketingprospects of HUL products. These can be summed up as
follows:
 An attempt should be made by HUL management to tap all the
potentialsoffered by the global market by devoting a more substantial, efficient
and better equipped resource base. This task can be accomplished in the first
place by implementing a stronger and more ending distribution channel for
various products so that even those sections of consumers who are not
accessible so easily, can be covered with greater ease.
 Efficient infrastructural base coupled with better and more
comprehensiveadvertising strategies should be resorted to; though HUL is
presently surfingahead of others on the path of taking some great initiatives it
should be moreconcerned about it for the purpose of corporate image building.
 The price structure for various products should be more within the limit of
affordability for consumers; the grassroots consideration in this regard should

56
 notbe ignored. Here, the policy of loco-centric rather than uniform price
structurewould certainly be more advantageous.
 HUL should go for more planned and sensible marketing and
advertisingstrategies with a view to accomplishing the task of global brand
image buildings.
 Hypermarketing and retailing network should get special attention as
vitalcomponents of HUL’s marketing policy

CONCLUSION
In recent years, the FMCG sector declined due to downtrading. 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 10
years, the per capita income in India is likely to double. In FMCG, there is an
opportunity to catalyze penetration, increase usage, and upgrade consumers. As a
result, the FMCG market is expected to grow to over Rs.100,000 crores from its
current base of Rs.40,000 crores.
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.

Another very striking aspect of HUL’s global marketing strategy and operations, as it
has been pointed out and dwelt upon in the present study, is its enormous ability to
capitalize on the resources available to it. The company has had the distincting of
taking determined steps to maximize opportunities of image building in the global
market. In order to accomplish this task, the management of HUL is poised to keep
infusing new spirit in its HRM wing in order that it may veritably serve as an
instrument for proliferating marketing prospects for HUL products. That way both
internal and external marketing are taken cognizance of with identical sense of

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concern. This approach draws sustenance from the comprehensive international
network of overseas operation centres, associates, agents and allies.

BIBLIOGRAPHY

WEBSITES
www.hul.co.in
www.fmcg.com
www.google.com
www.economictimes.com

BOOKS
Kothari ,CR, research methodology
Philip kotler, marketing management

Magazines
 A&M
 Business Barons
 Business Today
 Business World
Newspapers
 The Economic Times.
 The Indian Express.
 The Business Standard.
 The Hindustan Times.

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