Académique Documents
Professionnel Documents
Culture Documents
ON
COMPARATIVE STUDY OF DISTRIBUTION CHANNEL
OF HUL AND PROCTER & GAMBLE IN RURAL
MARKET
Submitted to:
Submitted by:
Mr. V P Arora
Internal Mentor
Swapnil Tripathi
PGDM
VII- B (108)
UNDERTAKING
This research work is my original work and it has not been submitted
elsewhere.
Swapnil Tripathi
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April 7 2013
Mr. V P Arora
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TABLE OF CONTENTS
CHAPTER 1
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
COMPANY PROFILE (HUL)..
DISTRIBUTION NETWORK OF HUL ..
SWOT ANALYSIS OF HUL
COMPANY PROFILE (P&G)..
DISTRIBUTION NETWORK OF P&G ..
CHAPTER 2
CRITICAL REVIEW OF LITERATURE
CHAPTER 3
RESEARCH MATHODOLOGY.
CHAPTER 4
DATA ANALYSIS, FINDINGS ..
CHAPTER 5
RECOMMENDATION
CHAPTER 6
ANNEXURES..
CHAPTER 7
REFERNCES
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ACKNOWLEDGEMENT
I express my immense gratitude to Mr. V P Arora for their noble
Guidance and solving my problems that have come my way in
completing the Training.
I also thank the staff of computer lab of Jagannath International
Management School for granting their support towards my training.
And last but not the least I thanks God almighty who has been always with
Me invisibly and given me the blessings and support throughout.
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CHAPTER 1
EXECUTIVE SUMMARY
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The Company had six business segments under United States Generally Accepted Accounting
Principles (GAAP): Beauty; Grooming; Health Care; Snacks, Coffee and Pet Care; Fabric Care
and Home Care, and Baby Care and Family Care.
HINDUSTAN UNILEVER
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. They endow the company with a scale of
combined volumes of about 4 million tonnes and sales of Rs.10,000 crores.
HUL is also one of the country's largest exporters, it has been recognized as a Golden Super Star
Trading House by the Government of India.
The mission that inspires HUL's over 15,000 employees, including over 1,300 managers, is to
"add vitality to life." HUL 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 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, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality 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
over 40 factories across India. The operations involve over 2,000 suppliers and associates. HUL's
distribution network comprising about 4,000 redistribution stockists, covering 6.3 million retail
outlets reaching 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 Unilever 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 organizations worth is also in the service it renders to the community.
HUL 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.
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In 2001, the company embarked on an ambitious programme, Shakti. 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 includes health and hygiene education
through the Shakti Vani Programme, and creating access to relevant information through the
iShakti community portal. The program now covers 15 states in India and has over 31,000
women entrepreneurs in its fold, reaching out to 100,000 villages and directly reaching to 150
million rural consumers. By the end of 2010, Shakti aims to have 100,000 Shakti entrepreneurs
covering 500,000 villages, touching the lives of over 600 million people.
HUL is also running rural health programmers Lifebuoy Swasthya Chetana. The programme
endeavors to induce adoption of hygienic practices among rural Indians and aims to bring down
the incidence of diarrhea. It has already touched 70 million people in approximately 15000
villages of 8 states. The vision is to make a billion Indians feel safe and secure.
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.
BRANDS
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Mr. R. Sridhar
4. Executive Director
5. Directors
I. Mr. Sanjiv Kakkar
II. Mr. A. Narayan
III. Mr. V. Narayanan
IV. Mr. D. S. Parekh
V. Mr. C. K. Prahalad
VI. Mr. S. Ramadorai
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HINDUSTAN
UNILEVER
COMPANY
FINANCIAL OVERVIEW
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LIMITED
INDIAS
LARGEST
FMCG
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Continuous commitment
We're also committed to continuously improving the way we manage our environmental impacts
and are working towards our longer-term goal of developing a sustainable business.
Setting out our aspirations
Our corporate purpose sets out our aspirations in running our business. It's underpinned by our
code of business Principles which describes the operational standards that everyone at Unilever
follows, wherever they are in the world. The code also supports our approach to governance and
corporate responsibility.
Working with others
We want to work with suppliers who have values similar to our own and work to the same
standards we do. Our Business partner code, aligned to our own Code of business principles,
comprises ten principles covering business integrity and responsibilities relating to employees,
consumers and the environment.
Corporate Social Responsibility
HULs corporate responsibility strategy seeks to address HUL's most significant sustainability
impacts of hygiene, nutrition, enhancement of livelihoods, reduction of greenhouse gases and
water footprint by integrating these objectives into our brands, our people and our processes.
Provided income-generating opportunities to 45,000 Shakti entrepreneurs in rural
areas across 15 states in 100,000 villages through Project Shakti
Lifebuoy Swasthya Chetna has touched 12crore people in more than 50676 villages
across India since 2002
Pureit is available in more than 1500 towns nationally and already covers over 3
million households across India.
Exceeded the target of reducing CO2 emissions from manufacturing operations by
25% on a base of 2004
Twenty Eight of our manufacturing sites are zero water discharge sites.
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HULs Export:
It was 1962. The reality of India then was very different from what it is today. India's economy
then suffered from foreign exchange shortage. Hindustan Unilever voluntarily decided to take up
Exports to support the country's economy.
Today, HUL is India's largest exporter of branded Fast Moving Consumer Goods. It has been
recognized by the Government of India as a Golden Super Star Trading House. Over time, HUL
has developed appropriate capabilities to be globally competitive in cost and quality for a viable
Exports business.
Focus areas:
HUL's Exports focuses on two broad areas. It is a sourcing base for Unilever brands in Home &
Personal Care (HPC) and Tea for supplies to other Unilever companies. It also focuses on
becoming a preferred supplier to both non-Unilever and Unilever clients in three categories in
which India, as a country, has competitive advantage - Marine Products, Castor and its
Derivatives and Rice. HUL enjoys international recognition within Unilever and outside for its
quality, reliability and speed of customer service. HUL's Exports geography comprises, at
present, countries in Asia, Australia, Africa, North America and Europe.
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The categories are branded packet tea, and instant tea for Unilever's ready-to-drink tea business.
The branded teas are Brooke Bond, Brooke Bond Red label, Brooke Bond Taj Mahal, Lipton,
Lipton Yellow Label, Lipton Green Label, Lipton Brisk, Lipton 3-in-1 premix, Chinese
Rickshaw.
Marine products:
HUL offers a comprehensive portfolio, ranging from Surimi, Crabsticks to Shrimps and several
value-added products. Among its customers is Icelandic, the world's third largest seafood
company. In addition, HUL has also become a part of Unilever's supply chain in sea foods for
Europe too. HLL's Marine Products brands are Ocean Diamond, Ocean Excellence, Shogun,
Hima, Gold Seal, Tara and Prima.
Rice:
The categories are Basmati Rice and Basmati Rice-based ready-to-eat rice meals. The brands are
Gold Seal Indus Valley, Rozana and Annapurna.
Casto :
The categories are Castor Oil, Castor-oil based products, like hydrogenated castor oil, 12 Hydroxyl Stearic Acid, Ricinoleic Acid (used in grease and lubricant industry, paints and surface
coatings, cosmetics, emulsifiers), and Specialty Castor Oils (USP grade, BP grade, DAB 10) etc
used in pharmaceutical preparations. HUL's Castor brand is Topsoil.
Today, Exports is a substantial business in HUL, accounting for about 12% of the company's
turnover. HUL believes that its competitive advantages of cost competitiveness, process
competitiveness and economies of scale both at the company and country level, hold it in good
stead. They position the company to become one of the hubs for sourcing by Unilever companies
in HPC and Tea, and also simultaneously become a preferred partner to global customers in
Marine Products.
Direct Selling:
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Product Range
Lever home range
Male grooming
Oral Care
Ayurveda
Personal Wash
Foods
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 highlight of the third phase was the concept of "Redistribution Stockist" (RS) who replaced
the RWs. The RS was required to provide the distribution units to the company salesman. The
second characteristic of this period was the establishment of the "Company Depots" system. This
system helped in transshipment, bulk breaking, and as a stockpoint to minimise stockouts at the
RS level. In the recent past, a significant change has been the replacement of the Company Depot
by a system of third party Carrying and Forwarding Agents (C&FAs). The C&FAs act as buffer
stockpoints to ensure that stockouts did not take place. The C&FA system has also resulted in
cost savings in terms of direct transportation and reduced time lag in delivery. The most
important benefit has been improved customer service to the RS.
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.
2. Detailed overview:
The distribution network of HUL is one of the key strengths that help it to supply most products
to almost any place in the country from Srinagar to Kanyakumari. This includes, maintaining
favorable trade relations, providing innovative incentives to retailers and organizing demand
generation activities among a host of other things. Each business of HUL portfolio has
customized the network to meet its objectives. The most obvious function of providing the
logistics support is to get the companys product to the end customer.
consumers. There are 35 C&FAs in the country who feed these redistribution stockists regularly.
The general trade comprises grocery stores, chemists, wholesale, kiosks and general stores.
Hindustan Unilever provides tailor made services to each of its channel partners. It has
developed customer management and supply chain capabilities for partnering emerging
selfservice stores and supermarkets. Around 2,000 suppliers and associates serve HULs 40
manufacturing plants which are decentralized across 2 million square miles of territory.
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HUL approached the rural market with two criteria the accessibility and viability. To service
this segment, HUL appointed a Redistribution stockist who was responsible for all outlets and all
business within his particular town. In the 25% of the accessible markets with low business
potential, HUL assigned a sub stockist who was responsible to access all the villages at least
once in a fortnight and send stocks to those markets. This substockist distributes the company's
products to outlets in adjacent smaller villages using transportation suitable to interconnecting
roads, like cycles, scooters or the ageold bullock cart. Thus, Hindustan Unilever is trying to
circumvent the barrier of motorable roads.
The company simultaneously uses the wholesale channel, suitably incentivising them to
distribute company products. The most common form of trading remains the grassroots buy and
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sell mode. This enables HUL to influence the retailers stocks and quantities sold through credit
extension and trade discounts. HUL launched this Indirect Coverage (IDC) in 1960s.Under the
Indirect Coverage (IDC) method, company vans were replaced by vans belonging to
Redistribution Stockists, which serviced a select group of neighbouring markets.
Distribution at the Urban centres:
Distribution of goods from the manufacturing site to C & F agents take place through either the
trucks or rail roads depending on the time factor for delivery and cost of transportation.
Generally the manufacturing site is located such that it covers a bigger geographical segment of
India. From the C & F agents, the goods are transported to RSs by means of trucks and the
products finally make the last mile based on the local popular and cheap mode of transport.
retailers in the village. Each Shakti entrepreneur usually service 610 villages in the population
strata of 1,0002,000. The Shakti entrepreneurs are given HUL products on a `cash and carry
basis.
The following two diagrams show the Project Shakti model as initiated by HUL.
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Project Streamline
To cater to the needs of the inaccessible market with high business potential HUL initiated a
Streamline initiative in 1997. Project Streamline is an innovative and effective distribution
network for rural areas that focuses on extending distribution to villages with less than 2000
people with the help of rural substockists/Star Sellers who are based in these very villages. As a
result, the distribution network directly covers as of now about 40 per cent of the rural
population.
Under Project Streamline, the goods are distributed from C & F Agents to Rural Distributors
(RD), who has 1520 rural substockists attached to him. Each of these substockists / star sellers
is located in a rural market. The substockists then perform the role of driving distribution in
neighboring villages using unconventional means of transport such as tractor and bullock carts.
Project Streamline being a cross functional initiative, the Star Seller sells everything from
detergents to personal products.
Higher quality servicing, in terms of frequency, credit and fullline availability, is to be provided
to rural trade as part of the new distribution strategy.
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The diagram in the next page shows the model of Project Streamline.
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JITs service in a given area are sent to the mother depot by all manufacturing units. The JITs
draw their requirements from the MD on a weekly or biweekly basis.
Leveraging Information technology
HUL customers are serviced on continuous replenishment. This is possible because of IT
connectivity across the extended supply chain of about 2,000 suppliers, 80 factories and 7,000
stockists. This sophisticated network with its voice and data communication facilities has linked
more than 200 locations all over the country, including the head office, branch offices, factories,
depots and the key redistribution stockists. They have also combined backend processes into a
common Shared Service infrastructure, which supports the units across the country. All these
initiatives together have enhanced operational efficiencies, improved the service to the customers
and have brought us closer to the marketplace.
RS Net Initiative:
The RS Net initiative, launched in 2001, aims at connecting Redistribution Stockists (RSs)
through an internet based system. It now covers stockists of the Home & Personal Care business
and Foods & Beverages in close to 1200 towns and cities. Together they account for about 80%
of the company's turnover. RS Net is one of the largest B2B ecommerce initiatives ever
undertaken in India. It provides linkages with the RSs own transaction systems, enables
monitoring of stocks and secondary sales and optimises RSs orders and inventories on a daily
basis through online interaction on orders, despatches, information sharing and monitoring. The
ITpowered system has been implemented to supply stocks to redistribution stockists on a
continuous replenishment basis. Today, the sales system gets to know every day what HUL
stockists have sold to almost a million outlets across the country. Information on secondary sales
is now available on RS Net every day.
RS Net is part of Project Leap. Project Leap begins with the supplier runs through the factories
and depots and reaches up to the RSs. This ensures HULs growth by ensuring that the right
product is available at the right place in the right quantities and at the right time in the most
costeffective manner. Leap also aims at reducing inventories and improving efficiencies right
through the extended supply chain.
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RS Net has come as a force multiplier for HUL Way, the company's actionplan to not only
maximise the number of outlets reached but also to achieve leadership in every outlet. RS Net
has enabled stockists to place orders on a Continuous Replenishment System. This in turn has
unshackled the field force to solely focus on secondary sales from the stockists to retailers and
market activation. It has also enabled RSs to provide improved service to retail outlets.
Simultaneously, HUL is servicing the rural market, key urban outlets, and the modern trade as a
single concern.
Adexa iCollaboration suite
In 2000, HUL identified improved supply chain management as a critical business priority and
launched a comprehensive initiative, Project Leap, tasked with increasing supplier/distributor
responsiveness, reducing inventory buffers, and optimizing planning and scheduling. HUL chose
the Adexa iCollaboration suite for facilitating centralized monitoring of the SCM, live customer
/supplier collaboration, and integrating demand and distribution planning with production
scheduling. With the aggregated view of data provided by the iCollaboration suite, HUL was
able to combine sales and distribution efforts on the diverse product lines, which resulted in
significant savings on the cost side for inventories and distribution. HUL updates inventory
positions, shipments and customer orders on a daily basis with these software packages and can
get a pulse on the market real time.
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3. Channel Design
Hindustan Lever Limited (HUL) has two types of channel selling
i. Regular (traditional) retail channel,
ii. Direct Selling Channel in the name of Hindustan Lever Network (HLN).
HUL has a well entrenched high distribution model which comprises of C&FAs, Redistribution
Stockists, wholesalers and retailers (as shown earlier). Hindustan Unilever's distribution network
is recognized as one of its key strengths. Its focuses on Product availability, Brand
communication, and higher levels of brand experience
Implementation of supply chain system that connects stockists across the country, and also
includes a backend system connecting suppliers, all company sites and stretching right up
to stockists. IT tools have been deployed for connectivity across the extended supply
chains. Backend processes have been combined into a common Shared Service
infrastructure.
Launching of Project Shakti through which the company is able to extend its operations in
villages. HUL has also included several NGOs and state governments as the initiative helps
rural women to improve their financial position.
Launching of HUL Network to leverage the channel of direct selling by presenting
customised offerings in 11 home and personal care and food categories. Started in 2003, it
already has a base of 300,000 consultants across the country.
Starting of franchised Lakme Beauty Salons and Ayush Therapy centres to offer
standardised services, in line with the strategy to leverage the equity of its brands through
relevant services.
Finding out Innovative ways to reach out to its consumers, particularly in rural areas by
leveraging nonconventional media like wall paintings, cinema vans, weekly markets
(haats), fairs and festivals.
Initiating the concept of Super Value Stores (SVS) in urban areas to partner traditional
stores to provide a range of services ranging from managing their inventory to setting up
POS (point of sale) banners. In addition to this, to boost up traditional retail in the face
increasing inroads made by large, modern retailing chains like Spencers, Reliance Fresh
etc (where HUL is squeezed harder for discounts), HUL started restructuring some of the
selected SVSs into the form of selfservice retail shops a la modern retails. This is to
protect & maintain the competitive advantage that HUL has over its biggest competitors in
the other markets (e.g., P&G), with its very deep distribution reach through traditional
retail.
Launching the Unicare scheme with upmarket pharmacies and retailers to sale its premium
brands.
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Undertaking several initiatives for traditional channels in order to improve its capabilities
at the frontend by developing skills for stockists' sales force. Under 'Project Dronacharya',
the FMCG major continuously imparted training to over 10,000 stockist salesmen.
Launching of several promotional schemes for existing wholesalers and distributors. For
instance, it has started the Vijeta Rishta Jeet Ka scheme last year to provide a platform
for the wholesaler and HUL to grow the business by earning points and redeeming them.
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Secondary Sale Based on the operating area, each member is given a specific target in terms of
st
th
value (e.g., Rs. 15 lacs) for the operating month (21 20 of next month). If he achieves 100%
of the target he gets 2.5 points, if he achieves 95% target he gets 1.5 points. These points are
used to add to the total QOC score as well as linked to monetary incentive.
ECO / Width pack Target This is used for the penetration/reach of certain products in the
existing market. The following is a typical ECO target assigned to a field force agent:
The outlets mentioned are within the operating area of the person and 1 SKU = Rs. 27/. Based
on this the Field person calculates number of packs he should sell to the retailers. The concerned
th
agent receives this target around 25 of each month and has to complete this target within the 5
th
day of next month. Upon completion he gets additional 0.5 points added to his QOC score along
th
with monetary incentive associated with it. However if this is not met within 5 , he looses the
opportunity.
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Focus / Depth Pack target This is mainly used to increase the sales volume of certain
products. A typical Focus target is given below:
This target needs to be achieved within 20 of next month. Upon achieving the target the field
person is awarded 0.5 points which is then added to his overall QOC score.
Field Capability Score (FCS) In this component, the field force persons are required to ensure
that the scheduled visit/outlet billing is such that at least 15 items are demanded per order. If this
is achieved the retailer gets a discount of 1% on the billed amount and on the other hand the field
person gets an additional score of 0.5 which is added to his QOC score. Each scheduled visit per
outlet is one per week. For example if there are 100 outlets within the operating area of a field
person then the number of visit per week is 100 and total number of visit per month = 100x4 =
400.
The sales person is required to achieve 90% success rate to get 0.5 points for his QOC score and
at least 65% for a satisfactory performance.
If QOC score > 4.5 The person is eligible for 7 star award
If QOC score > 3.5 The person is eligible for 3 star award
In the event of exceptional performance, management representatives from the regional office
come to the zonal office to distribute the awards. The photograph of the award winners is
displayed in the office as a source of inspiration for other sales person.
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Weaknesses:
Price positioning in some categories allows for low price competition like Amul captured
Kwalitys market.
Limited success in changing eating habits of people.
Competitors focusing on a particular product and eating up HULs share, like Nirma
focusing on soaps and detergents.
Opportunities:
Growing consumer base due to increasing income levels and new consumers from lower
strata of the society
Untapped market in branded Ayurvedic medicines and other such consumer products.
Opportunity in Food sector: changing consumer tastes
Expansion of horizons towards more and more countries
Threats:
Unfavourable raw material prices due to inflation, reducing profitability.
Heavy onslaught of competition in the core categories from emerging players like ITC
will result in higher advertising expenditure
Spurious/counterfeit products in rural areas and small towns.
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BRAND
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P&G at a glance:
GBU
Reportable
Segment
Key Products
Billion-Dollar
Brands
BEAUTY
Beauty
Grooming
HEALTH AND
WELL-BEING
HOUSEHOLD
CARE
Health Care
Net Sales
by GBU
(in
billions)
(1)
$26.3
Braun,
Fusion,
Gillette, Mach3
P&G Purpose:
We will provide branded products and services of superior quality and value that improve the
lives of the world's consumers. As a result, consumers will reward us with leadership sales,
profit, and value creation, allowing our people, our shareholders, and the communities in which
we live and work to prosper.
P&G Values:
P&G is its people and the values by which we live.We attract and recruit the finest people in the
world. We build our organization from within, promoting and rewarding people without regard
to any difference unrelated to performance. We act on the conviction that the men and women of
Procter & Gamble will always be our most important asset.
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Leadership:
We are all leaders in our area of responsibility, with a deep commitment to deliver
leadership results.
We develop the capability to deliver our strategies and eliminate organizational barriers.
Ownership:
We accept personal accountability to meet our business needs, improve our systems, and
help others improve their effectiveness.
We all act like owners, treating the Company's assets as our own and behaving with the
Company's long-term success in mind.
Integrity:
We uphold the values and principles of P&G in every action and decision.
Trust:
We respect our P&G colleagues, customers, and consumers, and treat them as we want to
be treated.
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Business Growth
Folgers Sale
On June 4, 2008, P&G sold its Folgers coffee unit to J.M. Smucker Co for $2.95 billion. As part
of the deal, P&G shareholders will receive a 53.5 percent stake in Smuckers and the company
will assume $350 million of Folger's debt..
Gillette Acquisition
Procter & Gamble acquired Gillette in 2005 for over $50 billion in its largest acquisition to date.
In 2004, the last full year before the acquisition, Gillette generated over $10 billion in sales,
about $6 billion of which came from razors and Duracell and Braun products and the remainder
sourced from the Oral-B brand, which was moved into the Health & Well-Being segment. A key
piece of the acquisition beyond Gillette's product lines was its distribution network and supply
chain. Gillette's distribution network and supply chain in emerging markets had been extremely
successful for Gillette and, once acquired, has worked to complement P&G's own distribution
network.
Trends and Forces
Different product price points provide some insulation against recession
Household staples are somewhat protected from the US recession and global economic
downturn. However, in a recession consumers often turn to cheaper private label or store brands
instead of "brand name" products from P&G. To combat private label encroachment, P&G offers
at least two product forms in many product categories. For example, the company has seen
increases sales in Luvs from Pampers diapers and an increase in Gain detergent sales from Tide.
In addition, P&G offers "Basic" versions of its Charmin toilet paper and Bounty paper towels.
The company's broad offerings, combined with the necessity of household items, provide a
degree of insulation against recession.
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Retail Consolidation
The rise of a handful of powerful low-priced retailers has negatively impacted consumer
products companies. A handful of big retailers have captured a large share of the market. For
example, from 1999 to 2004, the top 10 food retailers in the US increased their share of food
retail sales from 53.4% to 58.9%. These large retailers have shifted the balance of power within
the supply chain. For example, the company's largest customer, Wal-Mart, accounted for 15% of
net sales in 2006, 2007, and 2008. Wal-Mart has exerted its power over other suppliers to their
detriment in the past, such as forcing record companies to produce clean-label CDs and pulling
adult magazines. A decision by Wal-Mart not to sell a particular P&G consumer product would
prevent P&G from reaching its entire target market. In addition, many retailers have pushed their
own higher margin private label brands in competition with P&G.
Rise of Private Labels
In the past decade, P&G has faced stiff competition from private label brands or "store brands"
of large retailers such as Wal-Mart, Target, and supermarket chains. Private label products often
sell at lower price points and earn higher margins because the retailers can control the cost of
their production. For example, Wal-Mart offers 5,500 products through its "Great Value" brand,
which has increasingly sold as consumers feel the recession squeeze on their disposable income.
From 2003 to 2008, sales of Target's private label products rose an average of 15% annually.
Large retailers are close to the consumers, have the point of sale data on consumer behavior and
are in better position to understand consumer behavior. These strengths contribute to better
private label product development, which directly compete with P&G products. Retailers also
promote their own brands as they earn higher margins on them. P&G has addressed this issue by
continuously investing in Research & Development and introducing new products as well as
offering different versions of its own products at different price points.
Social Responsibility:
At P&G, Social Responsibility stems from our Corporate PVP (Purpose, Values, Principles).
Social Projects are in keeping with P&Gs credo of Business With a Purpose. P&G has always
demonstrated its commitment to the community not just through the quality of its products and
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services, but also through socially responsible initiatives for the community. We believe in
building the community in which we live and operate by supporting its ongoing development.
PROJECT SHIKSHA:
P&G with CRY & Sony launches Shiksha to help educate Underprivileged Children
Each time you buy a P&G product, you help support one days education of one child
Did you know that India not only has the worlds largest number of children but also the worlds
largest number of children who are unable to access education? With a mission to make a
difference to this alarming situation, Procter & Gamble (P&G) has joined hands with Indias
premier child rights organisation Child Relief and You (CRY) and Sony Entertainment
Television to launch Shiksha, a program to help educate underprivileged children across India.
Under Shiksha, P&G and Sony will appeal to their consumers and viewers to support the cause
and make it easy for them to do so - all an individual has to do is purchase a large pack of either
Tide, Ariel, Pantene, Head & Shoulders, Rejoice, Vicks VapoRub or Pampers during April,
May and June 2005, and he/she will help support one days education of one child per pack
purchased.
Irrespective of the sale of its brands from Shiksha, P&G has committed a minimum of Rs. 1
crore to CRY, which will be allocated by CRY to projects with a focus on education, spread
across India; Delhi, Barrackpore (West Bengal), Ongole and Chilkaluripet (Andhra Pradesh),
Bellary (Karnataka), Salem (Tamil Nadu), Bolangir (Orissa), and Osmanabad, Wardha, Navi
Mumbai, Borivali (Maharashtra).
PROJECT POSHAN:
P&G and UNICEF launched Project Poshan to combat malnutrition in India. India has 40% of
the worlds malnourished children. POSHAN targeted three key projects: an Adolescent Girls
Initiative to educate girls in Mumbai slums on health problems and improve their lives with
Anemia prevention through IFA tablets; a Womens Parenting Network in Chennai to provide
information on care during pregnancy; and Day care projects in Jaipur, which focused on
increased food intake and micro-nutrients. Once again, P&G raised Rs. 50 lakhs by contributing
Re. 1/- from sales of large size packs of Ariel, Whisper, Head & Shoulders and Pantene sold in
the months of May, June and July 2000.
PROJECT PEACE:
P&G launched PEACE a unique Environmental Education Program for children in schools
across Bombay and Thane representing a cross-section of economic backgrounds. Children were
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exposed to a fascinating account of the Indian environmental scenario. The Multiplicity of EcoSystems in India, Air Around Us, Water, Solid Waste and Adopting Conservation in our
Lifestyles were the topics dealt with using interesting media like music, games, project-work,
slides, video films, group discussions, etc.
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consumer packaged goods industry. As a result, a multi-level initiative was launched, which
P&G calls its consumer-driven supply network (CDSN) program.
Problems for P&G and Suppliers:
For the major consumer packaged goods manufacturers, the strategies that are currently being
pursued by the worlds most competitive retail chains are changing the game in two important
ways.
As consumers come to expect a greater assortment of product options, retailers are
responding with greater product differentiation, driving up service level expectations.
Cash requirements are creating pressure for shorter order-to-delivery cycles and a move
towards flow-through distribution networks. These trends are already beginning to
eliminate the safety stocks that used to be held in reserve in the retail supply network.
This situation creates several new problems that P&G and other manufacturers need to come to
terms with.
Reaction times across the supply network have been compressed.
Current processes cannot move fast enough to deliver what retailers need.
Supply decisions require timely, detailed information that is not usually available
today.
Optimizing supply chain performance demands a radical new look at the way the partners in the
supply network collaborate, involving retailers, manufacturers and service providers. P&Gs aim
has been to create adaptive, responsive supply networks that will link together sales and supply
processes, inside and outside the organization, to improve product availability. This will allow it
to develop demand chain management capabilities, especially for promotions. Promotional items
are the highest priority, because of the large amounts of money involved in marketing programs.
If manufacturers cannot deliver the product, they lose all the growth that should be generated by
their marketing promotions, however much demand is stoked up.
New thinking, new techniques, and new technology
P&Gs vision of a consumer-driven supply network has two essential elements.
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o Building collaborative supply chains at several levels (local market and global markets,
for example).
o Ensuring that manufacturing sites serving both local and global supply networks are
highly responsive to changes in demand, based on real-time data from the stores.
The potential to move large volumes of data fast: Data should be handled
automatically, without needing to be transformed or translated on arrival.
Enhanced back-up and recovery strategies for all the systems involved: The technical
challenges cannot be ignored, because batch processing windows soon narrow right
down. This is especially critical if these harmonized business applications are going to be
deployed on a global scale.
P&G is working with its IT suppliers to develop additional functionality and to resolve the
scalability problems inherent in most new applications. But it has also learned the value of
assembling and making a firm commitment to a small group of technology partners for such an
ambitious global project.
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c) Supplier Engagement:
We collaborate closely with suppliers across the entire supply chain. Our new Supplier
Sustainability Board includes members from over 20 leading global suppliers and is charged
with guiding the development of supplier-related Sustainability activities and goals.
Transportation:
For decades, P&G has transported product in a multi-modal fashion, that is, using multiple
forms of transport. But today, were shifting toward intermodal transportation, which uses
shipping containers that transfer smoothly from one mode to another.
An intermodal approach optimizes the transportation process. And by shifting away from trucks
and planes to boats and trains, it saves fuel and reduces CO2 emissions.
Examples:
1. Western Europe: More Trains, More Gains
An intermodal program in Western Europe increases the use of trains in its distribution
network. Before the effort, more than 90% of Western Europes finished product traveled on
trucks, covering over 2 million kilometers of roads.
The intermodal program aims to increase rail transportation from 10% to 30% by 2015,
reducing CO2 emissions without any trade-offs in customer service or cost. Pilot programs in
Belgium and France have been operating since July 2008, and each has removed up to 5,000
trucks per year from the roads. The pilots have reduced CO2 emissions by more than 4,000
metric tons per yearan amount equal to the CO2 produced by lighting more than 15,000
homes annually.
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Weakness
Quality control Problem
Decreased Revenues in their
Northeast Asian Market
Threats
Competitors
Rising cost of energy prices
Economic slowdown in the US and
Eurozone
New Regulations
CHAPTER 2
Sai Prasanna Ragu, Muthu Kumar R, IBS Case Development Centre, 2008
P&Gs Logistics Revolution: Co-creating Value
Proliferation of products, brands, companies and even distribution channels and media, have
necessitated consumer goods industry giants to shift their attention from brand marketing and
positioning towards a cross-functional focus. While manufacturers vied for significant shelf
space, retailers competed for winning customer attention and loyalty. However, their inability in
rightly assessing consumer demand created market imbalance in the form of either excessive
stocks or stock outs. The need to produce and deliver goods based on real demand made both
manufacturers and retailers rethink/review their business relationships and co-create value for
each other. This involved integration of their operations across the supply chain and delivery of
the rights goods to the right place at the right time with the right operational costs.
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in the rural parts of the country, according to Professor Viswanadham, Executive Director of the
Centre for Global Logistics and Manufacturing Strategies (GLAMS), at the Indian School of
Business.
Tom Steinert-Threlkeld, 2004-07
Procter & Gamble: Delivering Goods
This study says Procter & Gamble has streamlined its supply chain to put more of its products on
store shelves when customers are ready to buy. Jake Barr is in charge of "supply chain
innovation" at The Procter & Gamble Co. He is supposed to figure out how to get the consumer
products giant's detergents, soaps and personal care products into the hands of 5 billion
customers in 170 countries more efficiently.
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CHAPTER 3
RESEARCH
METHODOLOGY
Research methodology deals with the various methods of research. The purpose of the research
methodology is to describe the research procedure used in the research. Research methodology
overall includes the research design, data collection method etc. Research Methodology helps in
carrying out the project report by analyzing the various research findings collected through the
data collection methods.
Research design
Research design is an important and the vital part of the research. Research design provides an
excellent framework for the research plan of action. The function of the Research design is to
ensure that the required data is in accordance; research design is a blue print for the research
study, which guides research in collecting and analysis the data.
For this research project exploratory method is used which often relies on secondary
research such as reviewing available literature and/or data, or qualitative approaches such as
informal discussions with consumers, employees, management or competitors, and more formal
approaches through in-depth interviews, focus groups, projective methods, case studies or pilot
studies. The Internet allows for research methods that are more interactive in nature
Research instrument
The instrument use for data collection is structured questionnaire. Question is open and close
ended depending upon the information that needed to be elicited. I am also using the scaling
technique to assess the attitude of the customer.
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Sampling plan
Keeping all the constraints in mind, I took a sample size of approx. 30 consumers and 15
retailers .The sampling procedure is systematic sampling. Systematic sampling relies on
arranging the target population according to some ordering scheme and then selecting elements
at regular intervals through that ordered list. Systematic sampling involves a random start and
then proceeds with the selection of every kth element from then onwards. In this case, k is
(population size/sample size).
Scope
The Indian FMCG market currently appears to be at a crossroads, and HUL are attempting to
change customer perceptions of their brands and where specific buying motivations appear to be
replacing generalities.
This meanwhile is quite unlike the west where buyers consider aesthetics, comfort and safety,
not necessarily in that order, before finalizing a purchase. Its smarter to think about emotions
and attitudes, if marketers are to do a better job of marrying what a HUL offers to the
consumers image of the offerings. Another important outcome of the research is the
believability of the claims. Most of the claims are realistic and easy to understand. Most of the
people dont understand the quality claims by HUL.
The mindset of the Indian consumer is such that he is delighted if he buys a pen a little cheaper
than his neighbour. Things are, however, slowly changing and customers at the upper end of the
market are now ready to pay more for more. I hope that this approach will soon enter the new
era, maybe not with the same intensity.
Success will largely be determined to the extent a company can differentiate itself in terms of
intangibles that go with a Product. Thus, success could well hinge on the best of bundle of
services that HUL provides. HUL grew from zero to the 2,268 Million $, mark and the number
One FMCG company in India this year. Looking at the present scenario it can be said that though
there is lot of competition in the market but HUL is picking up well. The landmark achievement
comes in 74 years in India after clinching its first overseas sale.
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Limitations
Everything in this world has its own advantages and disadvantages which shows nothing is
perfect. Some of the limitations are as follows:
1. Low participation: Obviously many respondents have not participated in this and have also
created some problems which simply shows that they were not interested.
2. Biasness: Sometimes interested customers were also biased so the collected figures involve
both positive and negative figures.
3. It does not cover all the aspects of the company.
4. Subjective: This project only tells you what it is all about.
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Yes
0%
50%
100%
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Conclusion: Dealers of HUL are satisfied by the companies support in there sales because the
company provides them with various schemes and discounts, whereas satisfaction of P&G
dealers lies in good promotional activities, advertisement and the flexibility that the company
provides them. According to the senior officials of P&G it was found that its a volume based
company, hence all the above stated parameters helps the dealer to attract more and more
customers.
MODE OF TRANSPORTATION
Hindustan Unilever limited: HUL uses modified trucks and rails to deliver the products from
various production sites to the dealers. They are using new state of the art technology so that they
can even track every single bottle of shampoo. Transportation cost is shared by HUL and the
dealer.
Procter and Gamble: P&G is also using road and railway transportation system to deliver
product from various production sites to the dealers. They are also using latest Information
Technology to track there consignment whose backend is managed by infosys. Each dealer has
to keep the Good Receipt Note (GRN) number and report of the whole items of delivered
products. Transportation cost is paid by P&G.
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Conclusion: Both P&G and HUL uses advanced tracking technology to track the goods and both
companies use railways and roadways for transporting their products. In HUL transportation cost
is shared by HUL and the dealer, where as at P&G, transportation cost is paid by P&G.
FLEXIBILITY
Hindustan Unilever limited: As far as flexibility is concerned; our group found that HUL
provides more flexibility in terms of delivery of produce. HUL has there own warehouses in
every state and if the dealer orders more, he is supplied with the products in time.
Procter and Gamble: As far as flexibility is concerned; our group found that P&G does not
provides more flexibility in terms of delivery of produce and in taking order from dealers.
Conclusion: our group has found that Dealers of HUL are more satisfied than the dealers of
P&G and therefore HUL is a step ahead in terms of flexibility of placing orders and accepting
orders from the dealers.
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Conclusion: HUL has more effective and efficient distribution network as compared to P & G,
which increases the availability and presence of HUL product. HUL is also given emphasis on
penetrating the rural market as well.
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Conclusion: I found that both the companies take back the unsold product however P & G is
more flexible in returning the damaged product as compared to the HUL. Hence P & G is more
flexible here.
PERFORMANCE APPRAISAL SYSTEM
Hindustan Unilever Limited: The performance appraisal system in Hindustan Unilever Limited
is done under the supervisory of the Appraisal supervisor. The supervisor keeps track of the
performance of the employees and based on their performance he choose the right method of
performance appraisal. the main method of performance appraisal that have been adopted by
Hindustan Unilever limited are 360 degree appraisal and supervisory appraisal methods. it is
done as an early exercise and performance appraisal parameter is the past performance of the
employees.
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Procter And Gamble: the performance appraisal system in Procter and gamble is also done
under the supervisory officer and almost same method are used as in the HindustanUnilever
limited.
Conclusion: There is hardly any differences is the performance appraisal methods in both the
companies .both the companies are taking almost the same measures and same parameters for
performance appraisal , however both the company were not willing to disclosed any changes
brought in performance appraisal system during the past five years .both of the companies said
that there have been change in some areas and which has shown positive results, but not willing
to give any reasons and what changes have been brought.
TARGETS:
Hindustan Unilever Limited: HUL has different channel members with specified targets and
they are intended to increase sales, HUL has also made changes in channel members during
2003-2008 to increase sales of the company. Every channel member has to fulfill there given
targets, channel members expect the company of ROI. Every channel member gets credit period
of two weeks. There was also change in performance appraisal system during 2003-2008 to
improve sales. HUL has also made changes in commercial terms intended to increase the sales in
different channels and also to increase profit margins to company.
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Procter & Gamble: P&G also has different channel members with specified targets and they are
intended to increase sales .P&G also made changes in channel members during 2003-2008 to
increase sales of the company. The channel members expect ROI depending on there knowledge
and on there performance to. Channel members get credit period of 30 days. Payment terms of
P&G are also flexible to the channel members and P&G also has flexible payment terms P&G
also offers many discounts to these channel members. P&G has made many changes to there
commercial terms during 2003-2008 to increase sales.
30%
35%
Flexibility more
Credit limit more
35%
Conclusion: Both HUL and P&G are flexible to channel members, but HUL runs some
monopoly over the market by offering a credit period of only two weeks where as P&G offers
credit period of 30 days. HUL also sets targets to there channel members and provides very less
margins to dealers compared to P&G.
SALES FUNCTIONING:
Hindustan Unilever Limited: HUL is emphasizing on rural areas through project Shakti these
days and sales also have been increased and HUL does not have any sales outlets HUL assigns
sales territory to there sales persons according to there skill and experience and assigns targets to
them. Performance appraisal of sales force is done by appraisal supervisor and it is done through
360 degree appraisal method, parameter used is performance of the sales personnel. HUL adopts
on the job and off the job training system to there sales force it is emphasized on improving skill
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and experience of the sales personnel. Sales personnel are motivated through incentives and
promotions.
Procter and Gamble: P&G has increased the number of outlets in the country and the
population in the area also increased and there is no effect on sales. P&G sets targets to there
sales force on the basis of increase or decrease in demand and also according to the previous
sales , sales territories are assigned according to the capabilities of the sales personnel,
responsibility of the sales personnel is to clarify the doubts of the customer and make sales of the
product. Performance appraisal of sales force is done by the manager by doing meeting with
them parameters of appraisal is increase or decrease in sales it is done on monthly basis. P&G
trains their sales force by on the job training and training process is emphasized on skill and
experience, P&G has also brought many changes in the training system that has affected its sales
too. P&G motivates their sales force by providing them with targets and incentives.
Conclusion: Both P&G and HUL trains their sales force and has a good performance appraisal
system, P&G does appraisal on a monthly basis depending on increase and decrease of sales
where as HUL does it once in a year.
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CHAPTER 5
RECOMMENDATIONS
Both the companies having good market share in India and it keep on increasing. Both the co. i.e.
HUL and P&G should open exclusive shop. HUL is already having exclusive shop in Mumbai
called SANGAM STORE. But it is only in India so it should be increased. The employee should
be given uniforms in which the name of the company should be printed, by doing this the sales
people get motivated. These shops should be opened for 24 hours. They should offer 24 hours
free home delivery system. The delivery vehicle should be attractive the name of the company
should be printed in that so that it becomes the sources of advertisement.
The companies should emphasis on its advertisement; there should be BRAND FIT in that. For
example when lux launch its advertisement in which Sharukh Khan was with girl;. It was
heavily criticized because it was not fit with the brand. It adversely affects the opinion of the
customer and it results in decrease in sales.
Both companies should emphasis their business in areas. They should penetrate their business in
the rural areas. 73% of the Indian population lives in rural areas. There is huge market there and
very less market has been penetrated. Both these companies should concentrate on rural areas.
P&G has been hardly been seen in the rural areas. So they should increase their presence.
They should increase their CSR activities in northern India. At present they are currently doing
their CSR in southern India. So they should increase their activities in north India also.
Recommendations to Improve the Distribution Network of HUL:
Leveraging scale and building expertise to service Modern Trade and Rural Markets.
Undertaking several initiatives for traditional channels in order to improve its capabilities
at the front end by developing skills for stockists' sales force.
Launching of several promotional schemes for existing wholesalers and distributors. For
instance, it has started the Vijeta- Rishta Jeet Ka scheme last year to provide a platform
for the wholesaler and HUL to grow the business by earning points and redeeming them.
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CHAPTER6
ANNEXURE
Name
Age 15 - 20 years
21- 25 years
26 - 30 years
31 - 35 years
36 - 40 years
41- 50 years
Place
Contact
Proffesion
Salary
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___
___
___
___
___
___
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
____
CANT SAY
NO
High prices
No services
Others
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Personal Wash
BRAND
PACKAGING
15gms
25 gms
50gms
85gms
100gms
LUX
DOVE
BREEZE
LIRL
BREEZE
LIFEBOUY
Laundry
BRAND
PACKAGING
50gms
SURF EXCEL
WHEEL
TIDE
NIRMA
ARIEL
DAWN
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150gms
250gms 500gms
1 Kgs
5Kgs
Skin Care
BRAND
PACKAGING
50gms
75gms
125gms 250gms
Fair n Lovely
cream
Ponds cream
Olay cream
Lakme moisturizer
Oral Care
BRAND
PACKAGING
50gms
Pepsodent
Close Up
Crest
Deodorants
BRAND
AXE
REXONA
LAKME
Color Cosmetics
BRAND
LAKME
OTHERS
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75gms
125gms 250gms
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NAME: ___________________
1. Do you keep products of HUL and P&G in your shop? ( please tick mark on the
appropriate answer)
a).Yes .
b). No .
d). no supplier
2). Dealer
3). Agency
4). Wholesaler
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Excellent
Above Average
Average
Below Average
Extremely Poor
3) Four wheeler
Laundry
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PRICE
Rs. 15/Rs. 25/Rs.35/Rs. 7/Rs. 15/Rs.20/Rs. 30/Rs. 45/Rs.60/Rs. 15/Rs. 25/Rs.35/Rs. 10/Rs. 20/Rs.30/-
BRANDS
Surf excel
Wheel
Tide
Dawn
Rin powder
PACKAGING
250gms
500gms
1 kgs
250gms
500gms
1 kgs
250gms
500gms
1 kgs
250gms
500gms
1 kgs
250gms
500gms
1 kgs
PRICE
Rs. 45/Rs. 75/Rs.150/Rs. 10/Rs. 25/Rs. 50/Rs. 15/Rs. 25/Rs.50/Rs. 35/Rs. 75/Rs.150/Rs. 10/Rs. 22/Rs.40/-
PACKAGING
125 ml
250 ml
500 ml
125 ml
250 ml
500 ml
125 ml
250 ml
500 ml
PRICE
Rs. 45/Rs. 75/Rs.150/Rs. 120/Rs. 245/Rs. 450/Rs. 150/Rs. 250/Rs.500/-
PACKAGING
50gms
75gms
100gms
50gms
75gms
100gms
50gms
75gms
100gms
PRICE
Rs. 35/Rs. 45/Rs.70/Rs. 30/Rs. 40/Rs.70/Rs. 50/Rs. 75/Rs. 90/-
Skin Care
BRANDS
Fair n lovely cream
Ponds white cream
Lakme fruit
moisturizer
Oral Care
BRANDS
Pepsodent
Close up
Crest toothpaste
Deodorants
Axe
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________
Lakme ________
Rexona ________
Colour Cosmetics
Lakme ________
Others ________
10. What improvements would you like to have in the distribution process?
___________________________________________________
___________________________________________________.
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CHAPTER 7
BIBLIOGRAPHY
superior
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CHAPTER 7.1
REFERENCES
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Every Business a Stage, Published by Harvard Business Press, 254 pages.
Maria Jimenez, Lora Cecere, Karen Peterson and Frank Buytendijk (23 May 2001),
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Cathy Spencer (19 October 2001), The Brave New World of Supplier Relationship
Management.
Hung LeHong (16 October 2002),Understand Whats Driving Your Retail Demand
Chain.
Gill Mander (11 October 2002),Square Soup Helps Squeeze Air Out of the Supply
Chain.
Larson, P.D. and Halldorsson, A. (2004). Logistics versus supply chain management: an
international survey. International Journal of Logistics: Research & Application, Vol. 7,
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Unilever admits toxic dumping: will clean up but not come clean". Greenpeace. Retrieved
2007-08-02.
"Monsanto, Unilever use Child Labour in India". India Committee of the Netherlands.
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Hindustan Unilever agrees to withdraw lock out, Domdooma factory to reopen Assam
Times 2 September, 2007
"Unilever has announced its intention to have all of its palm oil certified sustainable by
2015". Retrieved 2008-05-01
Rolf G. Poluha: Application of the SCOR Model in Supply Chain Management.
Youngstown, New York 2007, ISBN 1934043230.
Rajesh, Y. P. (2008-11-27). "Karkare's response to death threat: a smiley". The Indian
Express. Retrieved 2008-11-29
"Arrests of 'Hindu terrorists' embarasses BJP". Hindustan Times. 2008-10-28. Retrieved
2008-10-28.
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