Hindustan Unilever Limited (HUL)

https://www.scribd.com/doc/54684128/11/PEST-ANALYSIS
1
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 20distinct
categories in Home & Personal Care Products and Foods & Beverages.The
companys Turnover is Rs. 20, 239 crores (for the 15 month period January1, 2008
to March 31, 2009).Hindustan unilever limited is a subsidiary of Unilever, one of the
worlds leadingsuppliers of fast moving consumer goods with strong local roots in
more than 100countries across the globe with annual sales of 40.5 billion in 2008.
Unilever hasabout 52% shareholding in HUL. Hindustan Unilever was recently rated
among thetop four companies globally in the list of Global Top Companies for
Leaders bya study sponsored by Hewitt Associates, in partnership with Fortune
magazine andthe RBL Group. The company was ranked number one in the AsiaPacific regionand 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
HULs heritage dates back to 1888, when the first Unilever product, Sunlight,
wasintroduced in India. Local manufacturing began in the 1930s with
theestablishment of subsidiary companies. They merged in 1956 to form
HindustanLever Limited (The company was renamed Hindustan Unilever Limited on
June25, 2007). The company created history when it offered equity to
Indianshareholders, becoming the first foreign subsidiary company to do so. Today,
thecompany has more than three lakh resident shareholders
HULs brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,Sunsilk,
Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr,Annapurna, KwalityWalls - are household names across the country and spanmany 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 retailoutlets including direct reach to
over 1 million.HUL has traditionally been a company, which incorporates latest
technology in allits 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 organisations worth is also in the service it renders to
thecommunity. HUL focuses on hygiene, nutrition, enhancement of
livelihoods,reduction of greenhouse gases and water footprint.It is also involved in
educationand rehabilitation of special or underprivileged children, care for the
destitute andHIV-positive, and rural development. HUL has also responded in case
of nationalcalamities / adversities and contributes through various welfare
measures, mostrecent being the relief and rehabilitation of the people affected by

the Tsunamidisaster, in India.HULs Project Shakti is a rural initiative that targets

small villages populated byless than 5000 individuals. Through Shakti, HUL is
creating micro-enterpriseopportunities for rural women, thereby improving their
livelihood and the standardof living in rural communities. Shakti also provides
health and hygiene educationthrough the Shakti Vani programme.The program now
covers 15 states in Indiaand has over 45,000 women entrepreneurs in its fold,
reaching out to 100,000villages 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
ruralIndians and aims to bring down the incidence of diarrhoea. It has already
touched120 million people in approximately 50, 676 villages across India.
If Hindustan Unilever straddles the Indian corporate world, it is because of
beingsingle-minded in identifying itself with Indian aspirations and needs in every
walk of life.
History of HUL
In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight
soap bars, embossed with the words "Made inEngland by Lever Brothers". With it,
began an era of marketing branded FastMoving Consumer Goods (FMCG).Soon after
followed Lifebuoy in 1895 and other famous brands like Pears, Lux andVim.
Vanaspati was launched in 1918 and the famous Dalda brand came to themarket in
1937.In 1931, Unilever set up its first Indian subsidiary, Hindustan
VanaspatiManufacturing Company, followed by Lever Brothers India Limited (1933)
andUnited 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
firstamong the foreign subsidiaries to do so. Unilever now holds 52.10% equity in
thecompany. The rest of the shareholding is distributed among about
360,675individual shareholders and financial institutions.The erstwhile Brooke
Bond's presence in India dates back to 1900. By 1903, thecompany 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 throughan international acquisition.
The erstwhile Lipton's links with India were forged in1898. Unilever acquired Lipton
in 1972 and in 1977 Lipton Tea (India) Limitedwas incorporated.
Pond's (India)Limited
had been present in India since 1947. It joined theUnilever fold through an
international acquisition of Chesebrough Pond's USA in1986.Since the very early
years, HUL has vigorously responded to the stimulus of economic growth. The
growth process has been accompanied by judiciousdiversification, always in line
with Indian opinions and aspirations. Theliberalisation of the Indian economy,
started in 1991, clearly marked an inflexionin 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 oneof the most visible and talked about events of India's corporate
history, theerstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective
fromApril 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 Corporationin 1994, Kimberly-Clark Lever
Ltd, which markets Huggies Diapers and KotexSanitary Pads. HUL has also set up a
subsidiary in Nepal, Unilever Nepal Limited(UNL), and its factory represents the
largest manufacturing investment in theHimalayan kingdom. The UNL factory
manufactures HUL's products like Soaps,Detergents and Personal Products both for
the domestic market and exports toIndia.The 1990s also witnessed a string of
crucial mergers, acquisitions and alliances onthe Foods and Beverages front. In
1992, the erstwhile Brooke Bond acquiredKothari General Foods, with significant
interests in Instant Coffee. In 1993, itacquired 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 IndiaLimited (BBLIL), enabling
greater focus and ensuring synergy in the traditionalBeverages business. 1994
witnessed BBLIL launching the Wall's range of FrozenDesserts. By the end of the
year, the company entered into a strategic alliance withthe Kwality Ice-cream Group
families and in 1995 the Milk-food 100% Ice-creammarketing and distribution rights
too were acquired.Finally, BBLIL merged with HUL, with effect from January 1, 1996.
The internalrestructuring culminated in the merger of Pond's (India) Limited (PIL)
with HULin 1998. The two companies had significant overlaps in Personal
Products,Speciality Chemicals and Exports businesses, besides a common
distributionsystem 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,
6
benefits from scale economies both in domestic and export markets and enable itto
fund investments required for aggressively building new categories.In January 2000,
in a historic step, the government decided to award 74 per centequity in Modern
Foods to HUL, thereby beginning the divestment of governmentequity in public
sector undertakings (PSU) to private sector partners. HUL's entryinto Bread is a
strategic extension of the company's wheat business. In 2002, HULacquired 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 Productsexports.HUL launched a slew of new business
initiatives in the early part of 2000s.Project Shakti was started in 2001. It is a rural
initiative that targets small villages populated by less than 5000 individuals. It is a
unique win-win initiative thatcatalyses rural affluence even as it benefits business.
Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000
villages across 15 states andreaching to over 3 million homes.In 2002 In 2002, HUL
made its foray into Ayurvedic health & beauty centrecategory with the Ayush
product range and Ayush Therapy Centr
es. HindustanUnilever Network, Direct to home business was launched in 2003 and
this wasfollowed by the launch of Pure-it water purifier in 2004.In 2007, the
Company name was formally changed to Hindustan Unilever Limitedafter receiving
the approval of share holders during the 74th AGM on 18 May2007. Brooke Bond
and Surf Excel breached the the Rs 1,000 crore sales mark thesame year followed

by Wheel which crossed the Rs.2,000 crore sales milestone in2008.On 17th October
2008, HUL completed 75 years of corporate existence in India
REVIEW OF LITERATURE
Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch company
Unilever. Both Unilever and HUL have established themselves well in the
FastMoving Consumer Goods (FMCG) category. In India, the company offers
manyhouseholds brands like, Dove, Lifebuoy, Lipton, Lux, Pepsodent, Ponds,
Rexona,Sunsilk, Surf, Vaseline etc. Some of its efforts were also rewarded when four
of HUL brands found place in the Top 10 brands list for the year 2008 published
inThe Economic Times.Unilever was a result of the merger between the Dutch
margarine company,Margarine Unie, and the British soap-maker, Lever Brothers,
way back in 1930.For 70 years, Unilever was the undisputed market leader but now
faces toughcompetition from Proctor & Gamble and Colgate-Palmolive.HUL is also
known for its strong distribution network in India. In order to further strengthen its
distribution in the rural areas and to empower the local women, HULlaunched a
Project Shakti in 2000 in a district in Andhra Pradesh. The idea behindthis project
was to create women entrepreneurs and provide them with micro-creditand training
in enterprise management, which would enable them to create self-help groups and
become direct-to-home distributors of HUL products. TodayProject Shakti is present
across 80,000 villages in 15 states and is helping manyunderprivileged women earn
their livelihood.As the per-capita income of India is increasing along with the Indian
population.So, the future for the FMCG Companies is bright. To analysis the past
performance& the future demand of HUL, FMCG products we have considered
following points:

We have a listed the different FMCG product lines of HUL.

We have done competitors analysis in which the market share of topFMCG

companies are analysed & the market share of HULS differentcategories
product are analysed with comparison to its competitors

Then performance analysis is made by taking 10 year financial data

from1998-2007. The profit & sales growth is analysed We have done
SWOTanalysis to know the threat & opportunities of HUL in present market.

The future opportunities for FMCG products are taken into consideration
byanalyzing the increased per capita income & increased disposable income
toforecast the future demand of HUL.

OBJECTIVE OF STUDY

The main objective of this project is to find, what are the steps
HindustanUnilever Ltd. is adapting to be market leader and to differentiate
itself from its competitors.
What is the steps company is utilizing to find current trend in the market.
To study various brands of HUL
To study the competitive brands in the market of ,home care
products,.food brands,personal care products
To find the market share of the HUL brands and its competitive brands.
To determine the key areas of strength and weakness for HUL brands
Todevelop a promotion plan for brand communication of the HUL

To study various marketing strategies of huL

RESEARCH METHODLOGY
There is large no. of FMCG companies in the market, to find the definingstrategies
used, the methodology used is interview and survey method.
Data Collection Method:
For this research study, primary data as well as secondary data was
collectedPrimary Data has been collected through personal contact. For this purpose
bothquestionnaireand one-on-one interview was considered with the consumers,
shopowners and distributors & suppliers of the company.Secondary data has
collected from magazines, newspaper, company literature andwebsites.
Data analysis:
Analyzing codes to each question were awarded. thereafter which aws written
andthan analysed
MAJOR FINDINGS
Major competitors1. Dabur 2. Jhandu3. Johnson &Johnson4. Cavin Care5.Procter &
Gamble 6. Britannia7. ITC8. Gillette
METHODOLOGY FOR RESEARCH PROBLEM
Following steps where taken in to consideration, to identify the research problem
1.Informal investigation

Visit to the shop owners, talked to the distributors and to the consumers in
thelocality and surrounding areas.
2 External and Internal Analysis
Understanding customer problem
Understanding the market structur
3.Situational Analysis
Tastes & preferences
Needs & income
Major CompetitorsITCDabur Procter & GambleCavin CareAmulJohnson & Johnson, etcA
Compressive study of Secondary and Primary data (Informal Interviews)
wascollected through specific questionnaires for people and shop-owners
&distributors.
SAMPLING TECHNIQUE
For my survey I used Cluster Sampling technique. I selected a sample of 100 people
around the area and interviewed them according to the questionnaire. In thesurvey I
tried to find out their preferences & tastes, their purchasing habit, are they brand
loyal or they consider their friends advice or some reference group
duringpurchasing. I also tried to find out that are they satisfied with the quality
or present stature of product, did they want any change in the existing product.I
also interviewed some of the shop owner and distributors and try to find out
whatthe company is doing to sustain their customer and what new changes they
are bringing in their product to gain competitive advantage from other competitors
RESEARCH INSTRUMENT
Research instruments, for the purpose of primary data collection
wereQuestionnaires. The Questionnaires were designed in two sets, one is for
customersand another is for shop-owners and distributors.


The first set is to find out about the needs and preferences of the customers
andwhat they want from in the product and also the level of knowledge about
different products in the market.

Second set is all about what are the steps company are taking to get about
theinformation about he changing preferences in the taste and needs of the
customersand what company is doing to sustain their market position as well as to
tap newmarket.
DATA ANALYSIS
For the analysis of data collected through survey work, a series of steps
werefollowed which are given in a chronological order

Each question of the questionnaire was assigned codes (coding)

Each questionnaire was punched into ms-excel sheet thus forming a data
base(punching)

Further the data was analyzed by using diagrams, graphs, charts etc.

The graphic rating scale and ranking method was used to measure the responseand
attitude of the customer.Finally, an effort was made to extract meaningful
information from analyzed data,which acted as a base for the recommendations
LIMITATIONS OF THE STUDY
In attempt to make this project authentic and reliable, every possible aspect of
thetopic was kept in mind. Nevertheless, despite of fact constraints were at
playduring the formulation of this project.The main limitations are as follows:

Due to limitation of time only few people were selected for the study. So
thesample of consumers was not enough to generalize the findings of the
study.

The main source of data for the study was primary data with the help of selfadministered questionnaires. Hence, the chances of unbiasedinformation are
less.

People were hesitant to disclose the true facts.

The chance of biased response cant be eliminated though all necessarysteps

were taken to avoid the same.

Visionof Hindustanunilever
limited
Unilever products touch the lives of over 2 billion people every day whether that's
through feeling great because they've got shiny hair and a brilliant smile,keeping
their homes fresh and clean, or by enjoying a great cup of tea, satisfyingmeal or
healthy snack.
A cleardirection
The four pillars of our vision set out the long term direction for the company
where we want to go and how we are going to get there:


We work to create a better future every day

We help people feel good, look good and get more out of life with brands
andservices that are good for them and good for others.

We will inspire people to take small everyday actions that can add up to a
bigdifference for the world.

We will develop new ways of doing business that will allow us to double the sizeof
our company while reducing our environmental impact. We've always believedin the
power of our brands to improve the quality of peoples lives and in doing theright
thing. As our business grows, so do our responsibilities. We recognise thatglobal
challenges such as climate change concern us all. Considering the wider impact of
our actions is embedded in our values and is a fundamental part of whowe are.
Purpose& principles of hul
Our corporate purpose states that to succeed requires "the highest standards
of corporate behaviour towards everyone we work with, the communities we
touch,and the environment on which we have an impact."
Always working with integrity
Conducting our operations with integrity and with respect for the many
people,organisations and environments our business touches has always been at
the heartof our corporate responsibility.
Positive
impact
We aim to make a positive impact in many ways: through our brands,
our commercial operations and relationships, through voluntary contributions,
andthrough the various other ways in which we engage with society.
Continuous commitment
We're also committed to continuously improving the way we manage
our environmental impacts and are working towards our longer-term goal
of developing a sustainable business.
Setting outour
aspirations
Our corporate purpose sets out our aspirations in running our business.
It'sunderpinned by our code of business Principles which describes the
operationalstandards that everyone at Unilever follows, wherever they are in the
world. Thecode 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 tothe
same standards we do. Our Business partner code, aligned to our own Code
of business principles, comprises ten principles covering business integrity
andresponsibilities relating to employees, consumers and the environment.
MARKETING STRATEGYOF
H
INDUSTAN UNILEVER LIMITED

1
)H
ULS NEW GROWT
H
STRATEGY:
After having fought a bitter price battle for market share with its rivals,
HindustanUnilever Ltd (HUL), Indian subsidiary of the Anglo- Dutch consumer
goodscompany 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 andaggressive 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 oneof 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 RinSupreme to Surf Excel
and Wheel Smart Srimatiwhich was rolled out in 2006 is also on the right track.
HULs 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
researchfirm ACNielsen. However, this time, the increase was not at the expense of
pricewar with its multinational rival Procter & Gamble Co. P&G also gained
0.5 percentage points, up to a 7.6% share. Nirma Ltd, the Ahmedabadbasedmanufacturer, however, saw its market share dip by 1.7% percentage points
to13.5%.Wheel, a value brand that, according to Vats contributes around 50% of
HULslaundry segment revenues, increased its market share by 2 percentage points
in thesame period, with a total share of about 18%.According to ACNielsen, the
laundry industry in India was worth Rs7,908 crore in2006 and rose 8.4% over 2005.
HUL doesnt report its laundry revenues separately but puts them under the soaps
and detergent category.
In 2006, HULs soaps and detergents segment contributed around Rs5,596 crore
tothe companys total sales of Rs12,103 crore. Laundry has been an
attractivesegment 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,
theindustry is stabilizing, says Unmesh Sharma, an analyst at Macquarie
Securitieshere.According to Vats, the laundry business is witnessing a surge in
demand fromcities 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 thosevalues are as
important as ever. We now know that the well-being of society andthe environment
is critical to our ability to grow.Our Sustainability strategyUnilevers vision is to
double the size of its business while reducing the overallimpact 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 demandfor 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 problemsarising out of low awareness of health, hygiene, and
nutrition. If these issues arenot addressed soon, they will create insurmountable
barriers to business growth.We believe that helping society prosper and ensuring a
sustainable future for the planet 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
saveenough 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

byresponsible business practices. The key to this approach is developing a
CR framework which integrates the social, economic, and environmental agenda
withour business priorities growing markets, maintaining the competitive
edge,enjoying goodwill in the communities we operate in, and building trust and
anexceptional reputation. Hence, in the future, the three cornerstones for
CR integration with business at HUL will be:
G
r
ow
ing
m
arket
s
re
spo
n
s
i
b
l
y:
We will address issues related to hygiene and nutrition through productinnovations
and awareness. Gathering information about the concerns expressed byconsumers,
communities, and stakeholders can help us identify opportunities for innovation at
the category, brand, and marketing plan level. We have a very strongand trusted
position in India and we can leverage this to our competitiveadvantage.

E
n
su
ring
sus
taina
b
le
p
ra
c
ti
c
e
s
in
ou
r
op
erati
o
n
s:
To secure a thriving future, we need to establish sustainable sources for
rawmaterials. Being a company that is heavily dependent on water, agriculture,
fuelsand 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
consumersadd up to two-thirds of the Indian population, hence addressing
sustainabilityissues is a high priority.
Bu
il
d
ing
a
g
ood
re
pu
tati
o
n
thr
ou
gh
re
spo
n
s

i
b
le
lea
d
er
s
hi
p:
CR is one of the key components of reputation and trust. A good reputation can bea
major competitive advantage and can build employer brand and consumer loyalty.
3
)
E
ngaging
w
ith
ou
r
s
takeh
o
l
d
er
s
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 onour behalf. They
analysed and assimilated the expectations of stakeholdersregarding issues that
matter to them. These expectations were similar to the areasidentified by us, where
HUL's contribution could create a significant impact.Scoping the areas for
interventionWhile 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 havechosen 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 thanjust 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 goingto change.

4
)
Go
vernan
c
e
We aim to have strong governance structures in place to manage our social
andenvironmental responsibilities carefully and thoughtfully.Corporate
Responsibility at HUL is led by the CEO and the ManagementCommittee (MC) of the
company. The MC governs the sustainability strategy witha view of key strategic
approaches and seeks reports on impacts and efforts againstclear targets.Each of
the nine cells (in the daigram shown in Sustainability strategy section) isowned by
an MC member. For the execution of the strategy there is a team of 12Sustainability
Governing Council (SGC) members based on their respectivefunctions.Sustainability
Governing CouncilThe Sustainability Governing Council is responsible for:
y
Recommending sustainability priorities for approval by the MC and monitoring
its progress

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

Ex
ternal
comm
entar
y
We shared our sustainability strategy with leading external experts from
diverse backgrounds. Below you can read their comments on our sustainability
strategy.View of leading external experts on HULs sustainability strategyThe longterm strategy and roadmap provides a comprehensive approach towardsmeeting
future sustainability challenges, especially with respect to resources suchas water
and energy.- Shirish Sinha, Head Climate Change & Energy Programme, WWFWe
are happy with the focus on linking the business processes with
corporateresponsibility. Social impact has to be central to business processes, which
is brought about by HUL's strategy. Corporate responsibility via business strategies
isthe way forward.- Ibrahim H. Rehman, Director, Social Transformation Division,
TERIThe tying up of your strategic threads is excellent. Ensure that you carry
itthrough action!

23
5
)
COMPETATIVE STRATEGY
As Competition Heats Up, Indias Top Consumer-Products Company WoosAffluent
Shoppers With Global Brands Like Dove, While Cooking Up Its FoodsBizThe middleaged Briton strolling the aisles and checking out the products doesntattract much
notice from other shoppers in Mumbais Hypercity, the Indiahypermarket chain.
Thats how Douglas Baillie likes it. Baillie, the managingdirector of Hindustan
Unilever, Indias premier consumer-products company,wants to see how his
products are stocked, what consumers are buying, and howshoppers are reacting to
competitive brands. Its primary market research at itsmost elemental, and its
best done incognito.Hindustan Unilever has traditionally relied on small traders and
mom-and-popcorner stores to retail its products. But Indias recent retail boom has
created largestores and malls, so the company wants to make sure its in with the
newmarketing crowd. Hence Baillies Hypercity visits, and the calls he makes on
theheadquarters of the big retail chains.This is quite a change for Hindustan
Unilever, whose executives used to haveemissaries make obeisance at Lever house
in downtown Mumbai. I cant imagineany head from Lever House ever visiting
other company offices like this, says anamazed Damodar Mall, chief executive of
innovation and incubation at PantaloonRetail, Indias largest retailer and a former
manager at Hindustan Unilever.
6
)
OT
H
ER STRATEGY
y
Grow ahead of market by leading market development activites.

y
leverage positive impact of growing Indian economy on consumer spending.
y
Grow a profitable foods and top end business.
y
Grow the bottom-line ahead of top line.
y
Strong commitment to sustainable development.

SWOT ANALYSIS
STRENGT
H
S
y
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods
company, touching the lives of two out of three Indians with over 20distinct
categories in Home & Personal Care Products and Foods &Beverages..
y
Due to its long presence in India has deep penetration 20 consumer product
category, over 15,000 employees, including over 1,300 managers, isto "add vitality
to life."
y
The company derives 44.3% of its revenues from soaps and detergents,26.6% from
personal care products, 10.5% from beverages, and the rest fromfoods, ice creams,
exports, and other products.
y
Low cost of production due to economic of scale. That means higher profitsand / or
more competitioners. Better market penetration.
y
HUL is also one of the country's largest exporters; it has been recognised asa
Golden Super Star Trading House by the Government of India.
W
eakne
ss
y
Strong competitors and availability of substitute products
y
Low export levels
y
High price of some products

y
High advertising cost

Oppo
rt
u
nitie
s
y
Increasing per capita national income resulting in higher disposable income.
y
Growing middle class and growing urban population.
y
Increasing gifts cultures.
y
Increasing departmental stores concept impulse @ at cash counters.
y
Globalization.
T
hreat
s
y
HUL's tea business has declined marginally, reason is that, cost pressure islikely due
to rising crude and freight costs.
y
Tax and regulatory structure.
y
Mimic of brands.
y
Removal of import restrictions resulting in replacing of domestic brands.
y
Temporary slowdown in economy can have an impact on FMCG inIndustry.

PEST ANALYSIS
P:
y

since the budget range is decontrolled, no political effects are envisaged.

E:
y
increasing per capita income resulting in higher Disposable income
y
Growing middle class/urban population increase in Demand
y
Low cost of production better penetration
S:
y
Per capita consumption expected to increase fashion
y
Increasing gifts culture increase in demand
T:
y
Will have to reinforce technology to international levels Once India is afully free
economy

27
MAJOR FINDINGS
TheCrisis of DecLining Markets
Through the nineties, the FMCG markets grew at almost 15% per annum in
value.Suddenly, in 2000, FMCG market growth stalled and then declined for the
nextfour years. It is important to understand why this happened.The rapid opening
up of the economy resulted in many new avenues of expenditurefor the consumers
growing income.A sharp drop in interest rates from 18% to 8%led to explosive
demand for consumer durables like white goods, two-wheelers andautomobiles.
After all, one could drive out of a car showroom in a Maruti 800 witha down
payment of only Rs. 2000. The home ownership market grewexponentially as the
average age of a home loan borrower dropped from 50 in 1999to 30 in 2004. Mobile
phone ownership and usage exploded due to its amazinglifestyle and convenience
benefits as well as lower prices. Entertainment, Leisureand Travel sectors also
boomed.The lure of new avenues of expenditure in products and services led to
consumersrestricting their expanse on FMCG. It is not that they bathed less often or
brushedtheir teeth less often or indeed washed their clothes less often. But they
diddowntrade to lower priced substitutes from higher quality brands. For example,
aconsumer buying six tablets of Lux in a month went to buying three of Lux
andthree cheaper brands. Or a consumer buying Surf Excel for her clothes mixed
itwith a cheaper powder. As a result of this shift in spending patterns, the
FMCGmarket declined in value in the last four years creating a major challenge
for growth.
y

T
he
ne
w
Hin
dus
tan
L
ever
:
Focused on FMCG In 2000, 75% of our sales came from FMCG businesses. Therest
came from several non-FMCG businesses which were not profitable, and didnot offer
prospects for long-term leadership. Besides, they were a drain on the coreFMCG
business, both in terms of resource and focus.They decided to disengage from all
non-FMCG or commodity businesses. In all,we have divested and discontinued 15
businesses including Animal Feeds,Speciality Chemicals, Nickel Catalyst, Adhesives,
Thermometers, Seeds,Mushrooms etc. with sales of Rs.1,750 crores as in 1999.
Today they are a focused on FMCG company with our branded businessaccounting
for over 90% of sales, consisting of 35 brands across 20 categories.These will be
their main engines of growth, with higher levels of resourceconcentration, be it
technology, people talent or media spend.
y
Bu
il
d
ing
b
l
oc
k
s of
a
s
tr
o
ng
Foods bus
ine
ss
In Foods, there is enormous growth potential in leading the evolution of consumers
to branded and processed foods. Over the last few years they havefocused on
putting in place the building blocks of a strong Foods business.Historically their
Foods business was fragmented and lacked scale. It was oftencommoditized with
low margins. They recognized that changing food habits wouldrequire considerable
investment, which the current business simply could notafford. Therefore they
divested the non-value added parts like Vanaspati. Theyhave consolidated theuir
portfolio and improved the gross margins by over 13%through product mix and cost
reduction. They have also cleared the supply chain of all old stock and geared up for
fresh availability on shelf.Today, their Foods business has a healthy gross margin
and a supply chain driven by freshness. TheFoods business will now invest for
growth through relevant innovation.

y
FMCG s
till
of
er
s
en
o
r
mous po
tential
As the largest FMCG player it was up to them to reverse the downtrading torealize
its true growth potential. They could achieve this by raising the bar and becoming
world class in what their brands offered and how they worked. Nothingless would
do.Penetration levels in several of the categories and consumption levels in all of
thecategories is low by any comparison.Across the world, they are seeing a
strongcorrelation between income levels and the size of FMCG markets.Over the
next 10years, per capita income in India is likely to touch Chinas current levels. At
thoselevels, the FMCG market will be over Rs.100,000 crores from a current value
of Rs.40,000 crores. This is an opportunity that they have to seize.
y
Po
rt
fo
li
o of S
tr
o
ng
B
ran
ds
Their main challenge was to reverse the downtrading in the categories and reestablish the relevance of their brands in the mind of the consumer. In 2000,
theyhad 110 brands, many undifferentiated and lacking scale. They chose to focus
on35 power brands covering all consumer appeal and price segments. They
arealready seeing the benefits. Six brands Brooke Bond, Lifebuoy, Lux, Fair &
29
Lovely, Rin and Wheel have emerged as mega brands in the last five years,
eachwith sales of more than Rs.500 crores.
y
B
etter
V
al
u
e

The first step was to ensure that they offer world class quality and
realdifferentiation backed by technology to give them the advantage over low
pricedcompetition. They have invested over Rs.400 crores, or 5% of sales, in the
lastthree years to upgrade the brands. In several cases they reduced prices to make
the brands more affordable. Better quality and more affordable prices have
increasedthe value to the consumer. They have also launched several low unit size
and price packs for single use to make the brands more accessible to all income
groups. For example, they are the first to introduce a branded toothpaste in a tube
at Rs.5 and a branded quality shampoo in a bottle at Rs.5.
y
B
igger
Ro
le
in
Co
n
sum
er
s L
ive
s
Perhaps the most significant change has been to move the brands beyond
merelymaking functional claims to playing a bigger and deeper role in the lives
of consumers. They had to move from selling a soap or a detergent to something
far more important and central to the consumers life. How often have we
heardsomeone say, A soap is a soap is a soap! Or indeed, All detergents clean
clothesas well.In the case ofLifebuoy, it was only when they associated it with the
promise of health and protection against disease that it claimed a larger space in
theconsumers mind. It moved from being a mere soap to a health essential.
TodayLifebuoy, their oldest brand, has grown at over 15% for the last three
years.Similarly, in the laundry market, Surf Excel went well beyond the benefit of
greatclean by saving two buckets of water with every wash. Imagine the
importance of that benefit to consumers in cities, who often get running water for
only a coupleof hours a day. Surf Excel is one of their fastest growing brands
today.Both Lifebuoy and Surf Excel have succeeded because they are relevant to
twokey concerns of the Indian housewife: family health and the scarcity of water.In
addition to the growing consciousness of health, consumers today are lookingfor
ways to look good and feel good so that they can get much more out of life. Inshort,
consumers are seeking Vitality in their lives. Their portfolio of 35 power brands is
uniquely positioned to offer nutrition, hygiene and personal care benefitsand
thereby deliver Vitality.
y
T
e
c
hn
o
l
o

g
y,
the
K
e
yD
i
f
erentiat
o
r
Their brands and sound understanding of the local consumer are supported by
aworld class Research and Development capability. They have over 200 of
the brightest scientists and technologists based in India.Their recent reorganization
leverages the talent pool from across 16 globaltechnology centres, of which four are
in India.In all, they have over 4,000 highquality minds across Unilever working
relentlessly to provide new benefits thatmake a real difference to the consumers.
y
W
inning
w
ith
Cus
t
om
er
s
Hindustan Lever has historically had a strong bond with its customers. They
havestrengthened this and reinvented the way they manage their distribution
channelsand their customers. The sales structure has been transformed to leverage
scale and build expertise in servicing Modern Trade and Rural Markets. They have
also de-layered their sales force to improve the response times and service
levels.Their customers are serviced on continuous replenishment. This is
possible because of IT connectivity across the extended supply chain of about
2,000suppliers, 80 factories and 7,000 stockists. They have also combined
backend processes into a common Shared Service infrastructure, which supports
the unitsacross the country. All these initiatives together have enhanced
operationalefficiencies, improved the service to the customers and have brought us
closer tothe marketplace.
y
Ou
r
Aco
rn
s: I
nve
s
ting
in
ou

r
Fu
t
u
re
In the pursuit of growth, they have also begun to nurture some acorns for thefuture.
These are both new businesses and new ways of engaging with consumers.Their
entry into Water Purifiers, through Pureit, shows great promise. Pureitdelivers 100%
protection against all water-borne diseases. It provides water whichis as safe as
boiled water, without needing electricity or continuous tap water supply. At 17 paise
per litre, it is extremely affordable for the common man. Theyhave launched it in
Tamil Nadu and are fine-tuning all aspects of the businesssystem before a phased
national launch.
3
0
y
T
e
c
hn
o
l
o
g
y,
the
K
e
yD
i
f
erentiat
o
r
Their brands and sound understanding of the local consumer are supported by
aworld class Research and Development capability. They have over 200 of
the brightest scientists and technologists based in India.Their recent reorganization
leverages the talent pool from across 16 globaltechnology centres, of which four are
in India.In all, they have over 4,000 highquality minds across Unilever working
relentlessly to provide new benefits thatmake a real difference to the consumers.
y
W
inning
w
ith
Cus
t
om

er
s
Hindustan Lever has historically had a strong bond with its customers. They
havestrengthened this and reinvented the way they manage their distribution
channelsand their customers. The sales structure has been transformed to leverage
scale and build expertise in servicing Modern Trade and Rural Markets. They have
also de-layered their sales force to improve the response times and service
levels.Their customers are serviced on continuous replenishment. This is
possible because of IT connectivity across the extended supply chain of about
2,000suppliers, 80 factories and 7,000 stockists. They have also combined
backend processes into a common Shared Service infrastructure, which supports
the unitsacross the country. All these initiatives together have enhanced
operationalefficiencies, improved the service to the customers and have brought us
closer tothe marketplace.
y
Ou
r
Aco
rn
s: I
nve
s
ting
in
ou
r
Fu
t
u
re
In the pursuit of growth, they have also begun to nurture some acorns for thefuture.
These are both new businesses and new ways of engaging with consumers.Their
entry into Water Purifiers, through Pureit, shows great promise. Pureitdelivers 100%
protection against all water-borne diseases. It provides water whichis as safe as
boiled water, without needing electricity or continuous tap water supply. At 17 paise
per litre, it is extremely affordable for the common man. Theyhave launched it in
Tamil Nadu and are fine-tuning all aspects of the businesssystem before a phased
national launch.
3
1
In urban India, Hindustan Lever Network (HLN) is their direct selling initiativeselling
a special range of products. It already reaches 1,400 towns with over 3
lakhconsultants. Besides reach, HLN enables direct interaction with consumers
andcustomises solutions for them to give them a complete brand experience.
y
Ou
r
P

e
op
le
&O
rgani
s
ati
o
n
They have restructured the company, integrating eight Profit Centres into
twoDivisions Home and Personal Care (HPC) and Foods. The result is a simpler
andleaner organisation, less hierarchical with fewer levels and greater
empowerment.This has eliminated complexity and speeded up decision making.
Today thecompany is far more youthful in attitude and spirit. There is greater
openness andtransparency.
y
T
he
T
ran
sfo
r
m
ati
o
n
:I
nve
s
t
m
ent
in
the
Fu
t
u
re
To ensure that Hindustan Lever remains competitive in the long-term, they
havemade significant investments in product quality, pricing and marketing.
Asmentioned earlier, the investment in product quality alone has been in excess of
Rs.400 crores, or 5% of our sales.In addition there has been the cost of defending
their market position. Recently aninternational competitor attacked their laundry
business led by a price reduction of as much as 50%. They acted with speed and
determination leveraging all their pastexperience in India and internationally. They
have been able to fully protect their market leadership and share, albeit sacrificing
short-term profit. They made thisnecessary trade-off as market share is the best
means of sustaining future profit.Over time, their stronger market positions will
surely lead to greater long-term profit.Despite these significant investments to

strengthen the long-term competitivenessand the costs of defending the strong

market position, they still remain one of themost profitable companies in the
country
FIVE PS OF MARKETING
P
r
oduc
t
Satisfaction suffices. But delight dazzles the average company will compete
for customer by conforming to her expectation consistently. But the winner
willsurpass them by constantly exceeding her expectation, delivering to her door
stepadditional benefits which she would never have imagined possible.
HindustanUnilever Ltd(HUL) offer such product. The wide variety products offered by
thecompany include:The companys popular products include:
B
athing
so
a
ps :
Lux, Lifebuoy, Liril, Hamam, Breeze, Dove, Pears and Rexona
L
a
u
n
d
r
y
ite
ms :
Surf Excel, Rin and Wheel
S
kin
c
are
:
Fair & Lovely, Ponds and Vaseline

Hair
c
are
:
Sunsilk and Clinic
O
ral
c
are
:
Pepsodent and Close up
D
e
odo
rant

s:
Axe and Rexona
Co
l
ou
r
cosm
eti
cs :
Lakme
Ayu
rve
d
i
c:
Ayush
T
ea
: Brooke Bond and Lipton
Cof
ee
:
Bru
Foods:
Kissan, Annapurna and Knorr
Ic
e
c
rea
m
:kwality walls
P
ri
c
ing
Make no mistake. Second P of marketing is not another name for blindly
lowering prices and relying on this strategy alone to increase sales dramatically.The
strategy used by Hindustan Unilever Ltd(HUL) is for matching the value
thatcustomer pays to buy the product with the expectation they have about what
the production is worth to them.Hindustan Unilever Ltd(HUL) has launched various
products which cater to allcustomer segments. So every customer segment has
different price expectationfrom the product. Therefore maximizing the returns
involves identifying right pricelevel for each segment, and then progressively
moving through them.
P
h
ys
i
c
al
D

i
s
tri
bu
ti
o
n

Place BRAND ISNT THE ONLY ANY MORE.Marketers and finance manager need a
new term to evaluate their business:Distribution Equity. It takes much more time
and effort to build, but once built,distribution equity is much together to erode.The
fundamental axiom of Indian consumer market is this:You can set up a state-of
the-art manufacturing facility, hire the hottest strategieson the block, swamp
prime television with best Ads, but the end of it all, youwould be know of selling
your products. The cardinal task before the Indianmarket is managing is to shoehorn its product on retail shelves. Buyers are payingfor distribution equity not brand
equity and market shares.Why does the company need distribution equity more
anything in India? Withtechnology and competitive pressure slash in it is becoming
increasing difficult for marketers to retain a unique product differentiation for ling
period. In a productand price parity situation, the brand that sells more is the one
that reaches thehighest number of customers.India The operations involve over
2,000 suppliers and associates. HUL'sdistribution network, comprising about 4,000
redistribution stockists, covering 6.3
34
million retail outlets reaching the entire urban population, and about 250
millionrural consumers.television has already primed and population for
consumption, andthe marketer who can get to the to the consumer ahead of
competition will give ahard to overtake lead.But getting their means managing
wildly different terrains-climate, language,value system, life style, transport and
communication network. And your brandequity isnt going to help when it comes to
tackling these issues. Own distributionnetwork consist of clearing and forwarding
(C&F) agents & distribution stockiest.This network of distribution can either contact
wholesalers and which in turnretailers or the distributors can contact to the retailers
directly. Once the stock product reaches retailers, the prospective customers can
have access to the product.Hindustan Unilever Ltd(HUL) distributes the product in
the manner stated above.Hindustan Unilever Ltd(HUL) distribution network has
expanded. Beside use of improved logistics, Hindustan Unilever Ltd(HUL) is also
attempting to improvethe distribution quality. To address the issue of product
stability, it has installedvisi colors at several outlets. This helps in maintaining
consumption in summer when sales usually drops due to the fact that the heal
effects product quality andthereby off takes.Looking at the low penetration of few
products, a distribution expansion woulditself being incremental volume. The other
reason is arch rival Procter & GambleCo. reaches more than a million retailers. This
increase in distribution is going to be accompanied by reduction in channel costs.
Hindustan Unilever Ltd(HUL)marketing costs, at 18% of total costs, is much higher
than Procter & Gamble Co.The company is looking to reduce this parity level. At
Hindustan Unilever Ltd(HUL), they believe that selling FMCG is it like selling soft
drinks.
P
r

omo
ti
o
n
If an advertisement is to communicate effectively, the receiver must at least
half want it to, and be prepared too take step toward the sender. Effective
advertising israrely hectoring or loudly explicit. It often both attracts and generates
armfeelings. More often than not, a successful campaign has a stronger element of
theunexpected a quality that good advertising shares with much worthwhile
literature

35
To penetrate into the inner recesses of her memory, communication must
firstensure exposure, grab her attention evoke her comprehension, grab her
acceptanceand then extract retention competing with thousands of other units
of communication trying to do the same.Finding showed that the adults felt too
conscious to be seen consuming a productactually meant for children. The strategic
response address the emotional appeal of the band to the child within the
adult.Naturally, that produced just the valuevacuum that Hindustan Unilever
Ltd(HUL)was looking to fill.Thereafter it was the job of the advertising to
communicate customer thewonderful feeling that he could experience by rediscoursing the careful, unself conscious, pleasure seeking child within himself
a graft these feeling onto theAd campaign like

ha
sso
t
o
kh
u
l
k
ha
sso fo
r
c
l
os
e
up,

c
rea
mb
athing
b
ar
fo

r
do
ve
so
a
p
an
dd
aag
a
c
he
hai
fo
r
su
r
f
e
xc
el

have been sure shot winner withthe audience.It has also launched Pureit, a home
water purifier which supplies drinking water without boiling/need of electricity , As
well as outdoor and radio ads, ad agencycontract has created communication for
cinemas and even ATM machines for the brand.All ICICI s ATM a message flashes
on the screen as soon as customer insert hisATM card. Something familiar is
planned for phone-book as well. In cinemas,Hindustan Unilever(Ltd)has a message
on-screen just before the lights are dimmedto give them a chance to get their
product There will also be after dinner samplingin restaurants to begin with, 30
catteries in Mumbai have been selected. Adspend in 2000 was about 14% of sales
and the management said that plans tomaintain as spend at this level in the current
year also.And since any discussion today would be incomplete without mention e
word,the management plans to tap this new channel of marketing. Beside the
companywebsite (i.e. www.unilever.com), that the company has launched, it had
alsoentered into various marketing relationship with other portals, specially
targetedduring festivals and events such as Valentines day, etc...
36
Its a combination of spiffing up its key brand, researching and improving thenewer
products that havent taken off,supported with high ad spends thatHindustan
Unilever(Ltd) hopes will see it emerges stronger after the currentslowdown, as well
as expand the market.
Pos
iti
o
ning

In the 1970s consumers were ready to pay more for more, and luxury
goodsflourished. In the 1980s, consumers began to demand more for same, and
thediscounting era grew strong. Todays consumer demanding more for less,
andthe winner will be that super value marketers. Some of todays most
successfulcompanies recognize those customers are more educated and able to
recognize truecustomer valuePositioning is simply concentrating on an idea or
even a word defines thatcompany in the mind of the consumer. It is more efficient
to market one successfulconcept to one large group of people than 50 product or
service ideas to 50separate groupPositioning is a must when customer attitude have
changed and product havestrayed away from the consumers long standing
perception of them HindustanUnilever(Ltd) is an anchor in sea of consumer
products. As a variety of competitive claims assails her senses, today customer uses
complicated decisionmaking process to assess the alternative before making a
purchase.Since Hindustan Unilever(Ltd) is more clearly associated with a particular
set of attributes in terms of benefits and prices, the quicker becomes her search
process.Positioning of individual product:
y
Lifebuoy is one of Unilevers oldest brands with more than a hundredyear history, as www.unilever.com informs. Lifebuoy has become more than just a
red bar of soap today the brand provides hygiene and healthsolutions for families
y
Fair & Lovely, a hot-selling fairness cream, which promises a lighter skintone for
many of Indias complexion-conscious consumers

37
H
INDUSTAN UNILEVERS MARKET SEGMENTATION
y
Market place for any product is comprised of many different segments
of consumers, each with different needs and wants. Markets segmentationcan be
defined in a number of ways such as:
y
Demographic variables (e.g. Consumers are groups, gender, materialstates income
etc)
y
The lifestyle of consumers (i.e. their interests and activities) the benefitswhich
consumers look for in a product or on the occasions when the product might be
consumed.
y
Hindustan Unilever(Ltd) takes into account all these factors when producing a range
of products. It targets different segments within themarket, such as the:
y
Break segment products which are normally consume as a snatched break and
often with tea and coffee.

y
Impulse segment these products are often purchase on impulse, usedthese and
then. They include product such as close up.
y
Take home segment this describes product that are normally purchased in
supermarkets, taken home consumed at a later stage.
AN UNMATCHED BRAND PORTFOLIO

DIVERSIFICATION OFHINDUSTAN UNILEVER LIMITED

Surf Excel was introduced in 1959. It is apioneer in the Indian detergent

powder market, Surf Excel has constantly upgraded itself over the years, to answer
theconstantly changing washing needs of the Indian homemaker. Today Surf
Exceloffers outstanding stain removal ability on a wide range of stains. Surf Excel
quick wash is powered with a path-breaking technology- it reduces water
consumptionand time taken for rinsing by 50%. It is a significant benefit, given the
acute water scarcity in most of India.

VIM BAR
Created in 1885, the Vim brand is still innovating and using the magic of
naturalingredients to create unbeatable results over a hundred years later.

Key Facts
y
Vim was the original hand dishwashing brand: so we invented the whole category!
y
Vim is sold in four continents, is the leading hand dishwashing brand in
twentycountries, and is available to more than 2 billion people around the world.

y
Vim began life as a soap (both in England, and in Thailand, where King Rama Vasked
Unilever to supply his household with soap), but is now available as acomplete
range of hand dishwashing including bars, powders and liquids.

Cif- The Worlds leading cream cleaner which gives you the power to deal withthe
toughest dirt is now in India.
K
e
yF
a
c
t
s
y
Cif is the number 1 cream cleaner in the World.
y
It is the number one cleaner in various countries including France, Germany,Russia.
y
Its a 500 million Euro Brand.
y
Cif is Sold in 51 countries around the globe
.
Food b
ran
ds
HUL is one of Indias leading food companies. Our passion for understanding
what people want and need from their food - and what they love about it - makes
our brands a popular choice

In the year 1962, Brooke Bond India creates the branded roast and groundcoffee
segment launching Deluxe Green Label. 1968 gave birth to the first instant coffee
chicory mix under the brand name Bru.
K
ey Facts
y
Number 1 Coffee brand in India
y
Unilever's only Coffee brand
y
Enjoys a rich heritage, came into existence in 1962 under the brand name
DeluxeGreen Label
y
Consistently offering better and newer products to the consumer through
improved packaging solutions and innovative product formats
y
Enjoys a strong presence at various out of home locations

4
1
In the year 1962, Brooke Bond India creates the branded roast and groundcoffee
segment launching Deluxe Green Label. 1968 gave birth to the first instant coffee
chicory mix under the brand name Bru.
K
ey Facts

y
Number 1 Coffee brand in India
y
Unilever's only Coffee brand
y
Enjoys a rich heritage, came into existence in 1962 under the brand name
DeluxeGreen Label
y
Consistently offering better and newer products to the consumer through
improved packaging solutions and innovative product formats
y
Enjoys a strong presence at various out of home locations
y
Unilever is the world's biggest ice cream manufacturer, operating under
theHeartbrand.
y
Heartbrand products are sold in more than 40 countries worldwide and has
anannual turnover of 5 billion

42
y
Also sold as Algida in Italy & Turkey, Langnese in Germany, Kibon in Brazil,Streets in
Australia and Ola in the Netherlands
TAJ MA
H
AL
y
Taj Mahal was launched in 1966 by Brooke Bond.
y
Taj Mahal is the most premium brand of tea in the Indian market.
y
It was the first brand to launch tea bags and is the only tea brand in India to be
soldin Vacuum sealed packs.
y
Since 2006, Saif Ali Khan is the brand ambassador.
P

er
so
nal
c
are
b
ran
ds
Our personal care brands, including Axe, Dove, Lux, Pond's, Rexona and Sunsilk,are
recognised and love by consumers across India. They help consumers to look good
and feel good and in turn get more out of life.Launched first in the US in 1957; is
one of the leading brands of Unilever globally.
y
Dove has its footprint in 80 countries worldwide with a range of superior
productsfrom bar, lotions, body washes, face care and creams.
y
It is the leading bar brand in UK, US and Canada.

43
y
Fastest growing hair category brand in India
LAKME
Lakme was the first major beauty brand in India and takes pride in being the
experton Indian Beauty for over 50 years.
y
It is complete beauty brand spanning colour cosmetics, skin care & hair
styling products and extending to beauty services through the network of Lakme
BeautySalons.
y
Its bond with beauty and fashion is manifested through the Lakme Fashion
Week,which is now the largest fashion event of its kind in the country.
y
Lakme has a foot print of over 1200 assisted sales outlets, which is the largest
spanof outlets with Beauty Advisors in the country.