SUMMER TRAINING REPORT

STREET TEA VENDORS vs TEA VENDING MACHINES Under the supervision of

Mr . RAKESH MURRIA (Managing director)

For the partial fulfilment of the award of degree BBA

Submitted by: VIRADHI Roll no : 53 5th semester k.u.k reg no- 11-UD-3053

Submitted to: Institute of management studies, Kurukshetra university, kurukshetra

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DECLARATION

I , VIRADHI SAPRA hereby

declare that the project entities . For the

partial fulfilment of MBA 5 year (ipop) course Institute of management studies, kurukshetra university , kurukshetra. It is original work done by me with the help of my teachers and friends. This project report has not been submitted to any institution or university for award of any other degree.

Signature VIRADHI SAPRA

ACKNOWLEDGEMENT

The very essence of the project work is the linguistic precision which has an impact of conveying more details in least possible words. An ample use of various reference readings has been very frequently made while compiling data for this project. Such rich reading has been made available at hand by the treasure. I am very much grateful to the library staff of the university for their unfailing co-operation. I am very much under obligation to mention here, the contributions of my batch mates who have, knowingly or unknowingly, provided me the competitive edge which is the driving force of the whole labour and extra labour put into the project. I would also take an opportunity to thank all the respondents, who have taken pains in answering the questions and filled the place of true representatives for deciding the nature of the problem.

Contents Chapter no. Topic Page no

EXECUTIVE SUMMARY 1 2 3 4 5 6 7 8 INTRODUCTORY PROFILE COMPANY PROFILE PRODUCT PROFILE SURVEY DETAILS RESEARCH METHODOLOGY SWOT ANALYSIS DATA ANALYSIS CONCLUSION RECOMMENDATIONS BIBLIOGRAPHY

6 7 - 11 12 - 33 34 - 37 38 - 40 41 - 43 44 - 45 46 - 52 53 54 - 55 56

EXECUTIVE SUMMARY

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. HUL's distribution network, comprise about 4,000 redistribution stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers. 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. During my summer training at HUL, I Completed the project in tea vending machines v/s street tea vendors in which i have given details about the data that i have collected during my survey of 8 weeks and the analysis that i done from that . A comparison has been done that why most of the organizations prefer outside street vendor than to have a vending machine in the organization. A detailed analysis has been done upon this and recommendations have been given based upon this that what are the alternatives that can be pondered upon.

CHAPTER 1 COMPANY PROFILE

HINDUSTAN UNILIVER LIMITED

1(A) Introduction to HUL

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds, Vaseline, Lakm, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Walls and Pure it. The Company has over 16,000 employees and has an annual turnover of around Rs.19, 400 crores (financial year 2010 - 2011). HUL is a subsidiary of Unilever, one of the worlds leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about 44 billion in 2011. Unilever has about 52% shareholding in HUL.

1(B) Historical Events in HUL:

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it began an era of marketing branded fast moving consumer goods (in short FMCG).

Soon after followed Lifebuoy in 1895, and other famous brands like Pears, Lux and Vim, Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986.

The liberalisation of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, without any constraints on production capacity. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1995, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Lever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 joint venture with the US-based Kimberly Clark Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Nepal Lever Limited (NLL), and its factory represents the largest manufacturing investment in the Himalayan kingdom. The NLL factory manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India.

As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in July 1993, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton
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India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Icecream Group families and in 1995 the Milkfood 100% Icecream marketing and distribution rights too were acquired.

finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, Specialty Chemicals and Exports businesses, besides a common distributionF system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods.

1(C) Present Stature:

- 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 4million tonnesand sales of nearly Rs.13718 crores. -HUL is also one of the country's largest exporters; it has been recognised 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."

The Mission that HUL shares with its parent company, Unilever, which holds 52.10% ofthe equity. The rest of the shareholding is distributed among 360,675 individualshareholders 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 -Kwality Wall's are household names across the country and span many categories -soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinaryproducts. They are manufactured over 37 factories across India.

-The operations involve over 2,000 suppliers and associates. HUL's distribution network,comprising about 2,500 redistribution stockists, covering 6.3million retail outletsreaching the entire urban population, and about 250 million rural consumers

1(D) Companys Role in other areas:

HUL believes that an organisation's 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.

In 2001, the company embarked on an ambitious programme, Shakti. Through Shakti, HUL is creating microenterprise 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 Shakti community portal. The program now covers 15 states in India and has

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over 31,000 women entrepreneurs in its fold, reaching out to 100,000 villages and directly reaching to 150 million rural consumers. The company has fixed target that 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 a rural health programme 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.

A vision to make a billion Indians fee l safe and secure Entire products range were not possible in such a short span of time, I have been given opportunity to look into the market share and selling opportunities of Tea/ Coffee Vending Machine dealt by the company particularly in and around Noida.

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CHAPTER 2 Company Profile:

HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Peps dent, 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 80 factories spread all over in India. The operations involve over 2,000 suppliers and associates. HUL has a distribution network, comprising about 4,000 redistribution stockiest, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers. Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL and Group companies have about 16,000 employees, including 1200 managers. The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company's nationwide operations

Board of Directors & Management Structure: Name Harish Manwani D S Parekh S Ramadorai Gopal Vittal Shrijeet Mishra Hemant Bakshi Sridhar Ramamurthy Name Nitin Paranjpe Aditya Narayan Designation Non Executive Chairman Independent Director Independent Director Executive Director Executive Director Executive Director Executive Director & CFO Designation Managing Director & CEO Independent Director
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R A Mashelkar Pradeep Banerjee Leena Nair Dev Bajpai

Independent Director Whole Time Director Executive Director Executive Director

2(A) DIVISIONS:

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. Hindustan Unilever Limited is India's largest Fast Moving Consumer Goods (FMCG) company. It is present in Home & Personal Care and Foods & Beverages categories. HUL and Group companies have about 16,000 employees, including 1200 managers. The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company's nationwide operations. Each division is self-sufficient with dedicated resources and assets in sales, marketing, commercial, and manufacturing. The two divisions are further reorganized into categories. Typically, each category and each function - Sales, Commercial, Manufacturing - is headed by a Vice President. They with their respective Managing Director, comprise that Division's Management Committee. For managing sales operations, HUL divides the country into four regions, with regional branches in Delhi, Kolkata, Chennai and Mumbai. Headed by a Regional Manager, they comprise Regional Sales Managers and Area Sales Managers, assisted by dedicated field forces, comprising Sales Officers and Territory Sales In charges. In Marketing, each category has a Marketing Manager who heads a team of Brand Managers dedicated to each or a group of brands. The commercial team of a Division is responsible for its supply chain management. There are teams dedicated to sourcing, planning and logistics.
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Each Division has a nationwide manufacturing base, with each factory peopled by teams of Production, Engineering, Quality Assurance, Commercial and Personnel Managers.

2(B) CENTRAL FUNCTIONS:

HUL's Central Functions are Finance, Human Resources, Technology, Research, Information Technology, Legal & Secretarial, and Corporate Affairs. Their services are shared across the company. But wherever necessary, managerial resources are dedicated exclusively to a business. For example, each Division now has dedicated HR managers. HUL believes that while it leverages the scale of a large corporate, it must also retain the soul of a small company. Its organisation structure, which has and will continue to evolve with time, is aimed at achieving this knitting.

2(C) PURPOSE:
Unilever's mission is to add Vitality to life. They meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life. Their deep roots in local cultures and markets around the world give them strong relationship with consumers and are the foundation for future growth. They bring wealth of knowledge and international expertise to the service of local consumers - a truly multi-local multinational. Their long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn continuously. To succeed also requires, they believe, the highest standards of corporate behaviour towards everyone working with them, the communities they touch, and the environment on which they have an impact. This is their road to sustainable, profitable growth, creating long-term value for their shareholders, their people, and their business partners. They are committed to safe and healthy working conditions for all employees and do not use any form of forced, compulsory or child labour.

2(D) CODE OF BUSINESS PRINCIPLES:

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They have set out code of business principles in different areas which they try their best to follow these principles I find necessary to reproduce as such: Standard of Conduct We conduct our operations with honesty, integrity and openness, and with respect for the human rights and interests of our employees. We shall similarly respect the legitimate interests of those with whom we have relationships.

Obeying the Law Unilever companies and employees are required to comply with the laws and regulations of the countries in which we operate.

Employees Unilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of our company. We will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. We are committed to safe and healthy working conditions for all employees. We will not use any form of forced, compulsory or child labor. We are committed to working with employees to develop and enhance each individual's skills and capabilities. We respect the dignity of the individual and the right of employees to freedom of association. We will maintain good communications with employees through company based information and consultation procedures.

Consumers Unilever is committed to providing branded products and services which consistently offer value in terms of price and quality, and which are safe for their intended use. Products and services will be accurately and properly labelled, advertised and communicated Shareholders Unilever will conduct its operations in accordance with internationally accepted principles of good corporate governance. We will provide timely, regular and reliable information on our activities, structure, financial situation and performance to all shareholders.

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Business Partners Unilever is committed to establishing mutually beneficial relations with our suppliers, customers and business partners. In our business dealings we expect our partners to adhere to business principles consistent with our own.

Community Involvement Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfill our responsibilities to the societies and communities in which we operate.

Public Activities Unilever companies are encouraged to promote and defend their legitimate business interests. Unilever will co-operate with governments and other organizations, both directly and through bodies such astrade associations, in the development of proposed legislation and other regulations which may affect legitimate business interests. Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.

The Environment Unilever is committed to making continuous improvements in the management of our environmental impact and to the longer-term goal of developing a sustainable business. Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice.

Innovation In our scientific innovation to meet consumer needs we will respect the concerns of our consumers and of society. We will work on the basis of sound science, applying rigorous standards of product safety.

Competition Unilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations.
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Business Integrity Unilever does not give or receive, whether directly or indirectly, bribes or other improper advantages for business or financial gain. No employee may offer, give or receive any gift or payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management. Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained.

Conflicts of Interests All Unilever employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company. Unilever employees must not seek gain for themselves or others through misuse of their positions.

Compliance Monitoring Reporting

Compliance with these principles is an essential element in our business success. The Unilever Board is responsible for ensuring these principles are communicated to, and understood and observed by, all employees. Day-to-day responsibility is delegated to the senior management of the regions and operating companies. They are responsible for implementing these principles, if necessary through more detailed guidance tailored to local needs. Assurance of compliance is given and monitored each year. Compliance with the Code is subject to review by the Board supported by the Audit Committee of the Board and the Corporate Risk Committee. Any breaches of the Code must be reported in accordance with the procedures specified by the Joint Secretaries. The Board of Unilever will not criticise management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions. The Board of Unilever expects employees to bring to their attention, or to that of senior management, any breach or suspected breach of these principles. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so.
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In this Code the expressions 'Unilever' and 'Unilevercompanies' are used for convenience and mean the Unilever Group of companies comprising Unilever N.V., Unilever PLC and their respective subsidiary companies. The Board of Unilever means the Directors of Unilever N.V. and Unilever PLC.

QUALITY POLICY:

HUL considers quality as one of the principal strategic objectives to guarantee its growth and leadership in the markets in which it operates. The company is committed to respond creatively and competitively to the changing needs and aspirations of the consumers through relentless pursuit of technological excellence, innovation and quality management across their businesses, and offer superior quality products and services that are appropriate to the various price points inthe market as well as to their commitment to building shareholder value. The company trains/ provides necessary tools & techniques to its employees as well as is empowering them to ensure broad base compliance of the policy of the organisation at all levels. The company is committed to fulfill its legal and statutory obligations and international standards of product safety and hygiene and will not knowingly sell product that is harmful to consumers or their belongings. It will institute systems and measures to monitor compliance in order to meet its responsibilities to consumers. The company will maintain an open communication channel with its consumers and customers and will carefully monitor the feedback to continuously improve its products and services and set quality standards to fulfill them. The company is committed to extend its quality standards to its contract manufacturers, key suppliers and service providers and by entering into alliances with them, to jointly improve the quality of its products and services. This policy is applicable to production from its own facilities as well as to production that is outsourced. The company will periodically review this quality policy for its effectiveness and consistency with business objectives. The company delegates authority and responsibility for dissemination and implementation of this policy to each Business and Unit Head.

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ENVIRONMENT POLICY:

HUL supplies high quality goods and services to meet the daily needs of consumers and industry. In doing so, the Company is committed to exhibit the highest standards of corporate behaviour towards its consumers, employees, the societies and the world in which we live. The company recognises its joint responsibility with the Government and the Public to protect environment and is committed to regulate all its activities so as to follow best practicable means for minimizing adverse environmental impact arising out of its operations. The company is committed to making its products environmentally acceptable, on a scientifically established basis, while fulfilling consumers' requirements for excellent quality, performance and safety.The aim of the Policy is to do all that is reasonably practicable to prevent or minimise, encompassing all available knowledge and information, the risk of an adverse environmental impact arising from processing of the product, its use or foreseeable misuse. This Policy is applicable to all company operations covering its plantations, manufacturing, sales and distribution, research & innovation centers and offices. This document defines the aims and scope of the Policy as well as responsibilities for the achievement of the objectives laid down. Accordingly, HUL aims for: Ensure safety of its products and operations for the environment Develop, introduce and maintain environmental management systems Assess environmental impact of all its activities and set annual improvement objectives and targets and review Reduce Waste, conserve Energy and explore opportunities for reuse and recycle. Provide appropriate training to all employees to implement the Policy Encourage suppliers and co-packers to develop and employ environmentally superior processes and ingredients Work in partnership with external bodies and Government agencies to promote environmental care, increase understanding of environmental issues and disseminate good practice. To implement the environment policy the Board and the Management Committee of HUL is committed to conduct thecompany operations in an environmentally sound manner. Accordingly, they, including their manufacturing units and Research & Innovation Centres, ensure the following standards:

Set mandatory standards and establish environmental improvement objectives and targets Ensure implementation of HUL Policy on environment and
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compliance with Unilever and HUL environmental standards and the standards stipulated under relevant national / local legislation Review environment performance of the company once every quarter and recognize exemplary performance. Nominate a senior line manager responsible for environmental performance

RESEARCH AND INNOVATION CENTRES:

Since most new products and processes are developed in these Units, certain additional responsibilities devolve on them to ensure implementation of the Environment Policy of the company. In addition to the Unit Head's responsibilities outlined above, the heads of these units will: Ensure that a formal and systematic risk assessment exercise is undertaken during the process/product development stage with specific reference to environmental impact. Transfer technology to the pilot plant and main production through a properly documented process specification which will clearly define environmental impact and risks associated with processes, products, raw material and finished product handling, transport and storage. Ensure that treatment techniques are developed for any wastes generated as a result of the new product/process and is incorporated into the process specifications.

SAFETY PRINCIPLES:
The Company recognises its responsibility to ensure safety and protection of health of its employees, contractors and visitors in all its operating sites, which include manufacturing, sales and distribution, research laboratories and offices during work and work related travel. HUL's Occupational Safety and Health Policy is based on and supported by the following eight Principles. These Principles have the same status as the Company's Code of Business Principles: All injuries and occupational illnesses are preventable All operational exposures can be safeguarded Safety evaluation of all business processes is vital Working safely is a condition of employment Training all employees to work safely is essential
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Management audits are a must Employee involvement is essential All deficiencies must be reported and corrected promptly

FACTORY LOCATIONS:

The year was 1923. Lord Leverhulme, the legendary founder of Lever Brothers, was visiting India. The nationalist sentiment in India was for locally manufactured products. Lord Leverhulme, who believed that what is good for a country is equally good for the company, responded to that aspiration because he too shared that dream.

His dream ultimately was realized in 1934. In September 1934, after more than a decade of discussions in London and in India, a Lever factory was allowed to sprout on the land that had been reclaimed by the Bombay Port Trust at Sewri. From here, a month later rolled out the first cake of Sunlight soap to be manufactured in India. The same year, Lever Brothers took over the Garden Reach Factory in Kolkata. These two factories were the first in a manufacturing base, which today literally dots the length and breadth of India i.e. from Assam to Gujarat; from Uttaranchal to Kerala. Hindustan Unilever's diverse product range is today manufactured in about 80 factories. In addition, the company outsources from 150 other units. The operations involve 2,000 suppliers and associates

DEVELOPING BACKWARD AREAS :

Several HUL factories are situated in backward areas. The company has consciously responded to the national policy of development of backward areas by setting up manufacturing units in these places, which provide several direct and indirect employment opportunities for these areas, and leads to general economic development of these regions through industrialization. In fact, all major investments of HUL, in recent years, have been either in A-Category backward areas or No-Industry Districts. These include factories in Khamgaon and Yavatmal (Maharashtra), Chhindwara (Madhya Pradesh), Orai, Sumerpur and Khalilabad (Uttar Pradesh), Haldia (West Bengal), Silvassa (Dadra & Nagar Haveli),

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39 Pondicherry, Goa, Doom Dooma (Assam), Hardwar (Uttaranchal) and Barotiwala (Himachal Pradesh). Since 2001 itself, HUL has set up nine new factories in backward areas. Equally, HUL has an enviable track record in taking over sick enterprises, in response to requests from Government, and converting them into viable operations. The company's units at Mangalore and Rajpura all bear testimony to this achievement. In the process, HUL has saved precious jobs and developed local economies. HUL's manufacturing facilities, like the Khamgaon soap plant and the Sumerpur detergent bar unit, are recognised as among the best in the Unilever world. HUL has adopted Total Productive Maintenance (TPM) for achieving manufacturing excellence since 1994. As on date, TPM is in different stages of implementation in 28 factories. Four HUL factories have already received the TPM Consistency Award, and 14 factories have been awarded with the TPM Excellence Awards.

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Businesses: Food brands

HUL is one of Indias leading food companies

Personal care brands

SHAMPOO

COSMETICS
FABRIC WASH
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Home care brands

BRAND POSITION IN INDIA AND OTHER COUNTRIES

Today, HLL is one of Indias largest exporters of branded Fast Moving Consumer Goods. It has been recognized by the Government of India as a Golden Super Star Trading House. Over time HLL has developed into a viable & competitive sourcing base for Unilever world wide in Home and Personal Care & Foods & Beverages category of products. HLL is also a global marketing arm for select licensed Unilever brands and also works on building categories with core country advantage such as branded basmati rice. HLL Exports offers high level of service with flexibility and responsiveness thorough out the supply chain. It has a dedicated organization structure to support this endeavour and this has
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helped in growth of these businesses in particular. Intrinsic cost competitiveness in the end to end Supply chain with appropriate technology and competitive capital investment operations while delivering best in class quality enables HLL to position itself as a key sourcing hub for Unilever and also become a preferred partner for Global customers in categories they operate. HUL key focus in the exports business is on two broad categories. It is a sourcing base for Unilever brands in Home & Personal Care (HPC) and Food and Beverages (F&B) 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 Branded Rice, Marine Products and Castor and its Derivatives . HLL enjoys international recognition within Unilever and outside for its quality, reliability and speed of customer service. HUL Exports geography comprises, at present, countries in Europe, Asia, Middle East, Africa, Australia, North America etc .

2(E) EXPORTS PORTFOLIO:

The categories under HPC include products in Skin care,Oral care, Pears, Personal Wash & Lakme range.

Skin Portfolio includes Mass & Masstige Skin (Cream& lotions under Fair & Lovely and Dove brands),Shampoos and Conditioners (under Sunsilk brands), Vaseline & Talc (under Ponds brands). In the past the focus market was in Middle East and Asia, which is now slowing changing with current exports to European countries and robust plans to source different products to US in the near future. Oral Care consists of Tooth Paste and Tooth Brush (under Pepsodent, Close-up, Mentadant and Signal brands). The exports are to Asian and European countries. Pears Category consists of Bars, Hand Wash, Body Wash and Shower Gel. Pears is being sold globally including to North America / UK to the GCC / African countries extending up to Singapore and Australia. While the bar remains the most popular product, the brand has now extended to hand wash, shower gel, body wash and face wash. Currently Pears is celebrating its 200 year anniversary which shows the rich heritage and the strong brand equity it enjoys over generations.

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Personal wash category predominantly consists of Lux, Fair & Lovely Soap, Lifebuoy Hand wash Lakme Products are mainly exported to the countries with Indian Ethnic population or to geographies where the brand enjoys strong equity. The markets include Nepal, Bangladesh, United Kingdom & Maldives.

FOOD & BEVERAGES:

The categories under F&B include products in Tea, Coffee & Processed Foods range. Tea Category Includes: Tea Bags (includes Tea Bags, Flavored Tea Bags and Square Tea Bags), Instant Tea, Bulk Tea & Packet Tea. The branded packet tea, and instant tea are 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 and Lipton 3-in-1 premix. Coffee Category consists of Instant coffee & special coffee Beans (under Bon and Bru brands). The focus market for Bon is CIS markets while Bru is mainly sold to Ethnic markets / Indian diaspora world-wide. Both Bon and Bru straddle the entire gamut of formats comprising of spray dried coffee, granulated, freeze dried and pre mixes. Processed Foods categories include Fruit Spreads / Jams, Soup Powders, Salt, Wheat Flour, Tomato Ketchup and Custard Powder. The branded processed food items consists of Kissan, Knorr, Annapurna, Captain Cook, Brown & Polson brands.

Marine Products:

HLL 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, HLL has also become a part of Unilever's supply chain in seafoods for Europe too. HUL 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.
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Castor: The products are Castor Oil, Castor-oil based products, like hydrogenated castor oil, 12 Hydroxy Stearic Acid, Ricinoleic Acid (used in grease and lubricant industry, paints and surface coatings, cosmetics, emulsifiers), and Speciality Castor Oils (USP grade, BP grade, DAB 10) etc used in pharmaceutical preparations. HUL Castor brand is Topsol.

WATER REFORMS: Hindustan Lever Limited has launched Pureit, the most advanced in-home water purifier in the world. It is the only purifier that gives you water that is as safe as boiled water' without boiling, and without needing electricity or continuous tap water supply. This is why it is the most advanced inhome water purifier in the world. Pureit gives water that is free from harmful viruses, bacteria and parasites because it has a Pureit Germkill Battery that is a combination of unique technological breakthroughs. Therefore, it provides 100% protection from all water related diseases like jaundice, diarrhea, typhoid and cholera. Pureit also removes cancer causing pesticides that may be present in drinking water. Pureit meets the germkill criteria of the toughest regulatory agency in the USA, the Environmental Protection Agency (EPA), for protection against harmful viruses, bacteria and parasites, and getting microbiologically safe drinking water. Pureit has been designed not only to give guaranteed germkill performance, but it also improves the clarity of drinking water. It makes the water odorless, so that there is no residual smell of chlorine. And finally, it gives good tasting water. Pureit provides water that is as safe as boiled' water through a combination of unique technologies: A unique Microfibre Mesh that removes visible dirt A unique Compact Carbon Trap that removes the remaining dirt, parasites and even pesticides A Germkill Processor, whose stored germkill power targets and kills all harmful viruses and bacteria A unique Polisher that gives clear, odourless and good tasting water A Germkill Battery Life Indicator that lets consumers know when the germkill power of the battery kit is over and needs to be replaced

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2(F) DEMAND & SUCCESS:

Home to over 700 million people, rural India comprises not only over 70% of India's billionstrong population, but also over 12% of the world's population. The rural population already accounts for substantial consumption of Fast Moving Consumer Goods and also consumer durables. About 50% of the sales of soaps & detergents are generated in rural India. Similarly, almost half the demand for black & white television sets, pressure cookers, table fans, sewing machines also from there. But the potential is even larger, both in terms ofconsumption and penetration. The fact that 70% of the population accounts for only 50% of even relatively wellpenetrated categories, like soaps & detergents, indicates the enormous scope of consumption-led growth in these categories. Therefore such categories will derive growth out of increased usage. In categories, which are relatively less penetrated, like personal products, rural India offers an even bigger growth opportunity through greater penetration and then consumption. For example only three out of 10 consumers in rural markets use shampoo or skin care products. Therefore growth in such categories will emerge, as more consumers purchase these products, and then continue to use them regularly. Hindustan Lever has taken many initiatives over the decades to create markets in the rural hinterlands, by marketing relevant products, at affordable prices. A unique example is Hindustan Lever's Lifebuoy soap. In rural India, health is of paramount importance, because indisposition is very directly related to loss of income. Lifebuoy, whose core equity is health and hygiene, has for decades now been synonymous with soap in rural India. At the same time, if products have to come up the order in the rural purchase hierarchy, they have to be affordable. If rural India today accounts for about half of detergents sales, it is because HL has developed low-cost value-for-money branded products, like Wheel. The company has also taken initiatives to create markets even for apparently premium products, by offering them in pack sizes, like sachets, whose unit prices are within the reach of rural consumers. For example, initiated in the 1980s, sachets (Rs.2, Re.1, or 50 paise) today constitute about 55% of Hindustan Lever's shampoo sales. With media reach gradually increasing, rural consumers today, where the media has its footprints, share the same aspirations with their urban counterparts. For decades now, Hindustan Lever has also taken initiatives to circumvent the limitation in communication channels, by innovatively leveraging non-conventional media.

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Among them are wall paintings, cinema vans, weekly markets (haat), fairs and festivals. Given the rural consumer's fascination for cinema, the cinema vans show popular movies, interspersed with products advertisements. Weekly markets, fairs and festivals are parts and parcel of rural life. They give an opportunity to address consumers, spread over many tiny hamlets, at one location. The occasions are used to demonstrate product benefits and also sell such products. Such demonstrations have played a significant role in creating, for example, the detergents market in rural India. In recent times, such demonstrations are being deployed to illustrate how visible clean is not hygienic clean, and how using soap is essential to prevent easily avoidable infections. Communication through fairs and festivals are backed by direct consumer contact. For example, in 1998-99, Hindustan Lever implemented a major direct consumer contact, called Project Bharat, which covered 2.2 crore homes. Each home was given a box, at a special price of Rs.15, comprising a low unit price pack of shampoo, talcum powder, toothpaste and skin cream, along with educational leaflets and audio-visual demonstrations. The project has helped eliminate barriers to trial, and has strengthened salience of both particular categories and brands. Similarly in 2002, Hindustan Lever has launched a similar large-scale direct contact, called Lifebuoy Swasthya Chetana, which already covers 70 million people in 18,000 villages of 8 states. The project is intended at generating awareness about good health and hygiene practices, and specifically how a simple habit of washing hands is essential to maintaining good health. The initiative will involve interaction with students and senior citizens, who act as change agents. Generating awareness pays dividends only when steps are taken to ensure constant availability of products. In rural India particularly, availability determines volumes and market share, because the consumer usually purchases what is available at the outlet, influenced very largely by the retailer. Therefore, over the decades, Hindustan Lever has progressively strengthened its distribution reach in rural India, which today has about 33 lakh outlets. Direct rural distribution in Hindustan Lever began with the coverage of villages adjacent to small towns. The company's stockists in these towns were made to use their infrastructure to distribute products to outlets in these villages. But this distribution mode could only be extended to villages connected with motorable roads, and it could cover about 25% of the rural population by 1995. Therefore in 1998, Hindustan Lever launched Project Streamline to further extend its distribution reach. Under this initiative, the company identifies sub-stockists in a large village, connected by motorable road to a small town. This sub-stockiest in turn distributes the company's products to outlets in adjacent smaller villages using transportation suitable to interconnecting roads, like cycles, scooters or the
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age-old bullock cart. Hindustan Lever is thus trying to circumvent the barrier of motorable roads. As a result, the distribution network, as of now, directly covers about 50,000 villages, reaching about 250 million consumers. The company simultaneously uses the wholesale channel, suitably incentivising them to distribute company products. HLL has in the recent past established a common distribution system in rural areas for all its products. Given the number of brands and their packs the rural retailer usually requires, one HLL representative can take all the products from the company portfolio that he needs. This common distribution system is now fully operational, under one Regional Sales Manager exclusively dedicated to rural markets of each region of the country.

Over time, Hindustan Lever will further strengthen its rural distribution through mutually beneficial alliances with rural Self Help Groups (SHGs). Over the last five years, financial institutions, NGOs and government organizations are working closely to establish SHGs, whose objective is to alleviate poverty through sustainable income-generating activities. Since 2001, Hindustan Lever is implementing Project Shakti, whereby SHGs are being offered the option of distributing relevant products of the company as a sustainable incomegenerating activity. The model hinges on a powerful win-win relationship; the SHG engages in an activity which brings sustainable income, while Hindustan Lever gets an interface to interact and transact with the rural consumer.

HUL vision for Project Shakti is to scale it up across the country by 2005, creating about 25000 Shakti entrepreneurs, covering 100,000 villages, and touching the lives of 100 million rural consumers. Begun with 50 groups in Nalgonda district of Andhra Pradesh, with the support of local authorities, the project has been extended, as of now, to about 50,000 villages in 12 states. A typical Shakti entrepreneur conducts business of around Rs.10,000 Rs 15,000 per month, which gives her an income of about Rs 700 - Rs.1000 per month on a sustainable basis. As most of these women are from below the poverty line, and live in extremely small villages (less than 2000 population), this earning is very significant, and is almost double of their past household income. The full benefit of Project Shakti will be realised after some years.

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(I)At the supermarkets Self-service stores and supermarkets are fast emerging in metros and large towns. To service modern retailing outlets in the metros, the company has set up a full-scale sales organisation, exclusively for this channel. The business system delivers excellent customer service, while driving growth for the company and the store. At the same time, innovative marketing initiatives are taken to provide consumers with experience of our brands at the store itself, through producttests and in-store sampling.

(II)In the villages The company has also revamped its sales organisation in the rural markets to fully meet the emerging needs and increased purchasing power of the rural population. The company has brought all markets with populations of below 50,000 under one rural sales organisation. The team comprises an exclusive sales force and exclusive redistribution stockists, under the charge of dedicated managers. The team focuses on building superior availability, while enabling brand building in the deepest interiors. HULs distribution network in rural India already directly covers about 50,000 villages, reaching about 250 million consumers, through about 6000sub-stockists.

2(G) MARKETING STRATEGIES: IT-powered system has been implemented to supply stocks to redistribution stockists on a continuous replenishment basis. The objective is to catalyse HULs growth by ensuring that the right product is available at the right place in right quantities, in the most cost-effective manner. For this, stockists have been connected with the company through an Internet-based network, called RSNet, for online interaction on orders, despatches, information sharing and monitoring. RS Net covers about 80% of the company's turnover. Today, the sales system gets to know every day what HLL stockists have sold to almost a million outlets across the country. RS Net is part of Project Leap, HULs end-to-end supply chain, which also includes a back-end system connecting suppliers, all company sites and stretching right upto stockists. Hindustan Lever is simultaneously creating new channels, designed on the same principle of holistic contactwith consumers Project Shakti, HULs partnership with Self Help Groups of rural women, is becoming an
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extended arm of the company's operation in rural hinterlands. Started in 2001, Project Shakti has already been extended to about 50,000 villages in 12 states - Andhra Pradesh, Karnataka, Gujarat, Madhya Pradesh, Tamil Nadu, Chattisgarh, Uttar Pradesh, Orissa, Punjab, Rajasthan, Maharashtra and West Bengal. The respective state governments and several NGOs are actively in the initiative. The SHGs have chosen to partner with HLL as a business venture, armed with training from HLL and support from government agencies concerned and NGOs.

Hindustan Lever Network (HLN) is the company's arm in the Direct Selling channel, one of the fastest growing in India today. It already has about 3.5 lakh consultants - all independent entrepreneurs, trained and guided by HLN's expert managers. HLN has already spread to over 1500 towns and cities, covering 80% of the urban population, backed by 42 offices and 240 service centres across the country. It presents a range of customised offerings in Home & Personal Care and Foods.

Out-of-Home consumption of products and services is a growing opportunity in India, as elsewhere in the world. Hindustan Lever is already the largest player in the hot beverages out-of-home segment, with over 15000 tea and coffee vending points. The company is expanding the network aggressively, in the education, entertainment,leisure and travel segments. HULs allaince with Pepsi will significantly strengthen this channel.

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Health & Beauty Services are Hindustan Lever's simultaneous foray to meet the increasing consumer need for such products and services. Lakme Salons provide specialised beautyservices and solutions, under the recognised authority of the Lakme brand. FINANCIAL PROFILE: In last five years, HUL has shown steady growth in sales turnover

Mar ' 11 Sales Operating profit Interest Gross profit EPS (Rs) 19,735.20 5,517.44 0.24 2,951.01 10.68

Mar ' 10 17,725.33 2,749.97 6.98 2,891.10 10.09

Mar ' 09 20,601.56 3,040.19 25.32 3,220.42 11.45

Dec ' 08 16,660.38 2,443.87 -162.18 2,606.05 9.64

Dec ' 07 13,717.75 1,885.70 25.50 2,322.88 8.83

The sales of the company in past five years have been increasing though it decreased during year 2009, but later it again increased and now again on the fast pace.

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CHAPTER 3 PRODUCT PROFILE

PRODUCT LIPTON VENDING MACHINE: Coffee and tea are important in any office. Working professionals feel the need for these beverages intermittently during their hectic schedule. Increasing labor costs and th need for instant availability have brought in vending machines. With this in mind, many companies have installed beverage vending machines to provide their employees refreshments. Option 1: 2 LANE MACHINE WIDTH - 270 MM Dimensions HEIGHT - 635 MM

DEPTH - 540 MM

WEIGHT POWER SUPPLY

30 KG 230 VOLTS / 50 HZ

AVAILABLE

OPTIONS

OF

2 STAGGERED DISPENSING OPTION FOR

INGREDIENTS OPTIONS TEA BAG TEA

DISPENSING RATE - 5 CUPS/MIN (100 EACH) ML COFFEE WATER SOURCE - ON LINE / WATER BOTTLE TEMPRATURE INTERLOCKING

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Option 2:

2 LANE MACHINE

DIMENSIONS

HEIGHT - 630 MM WIDTH - 310 MM

DEPTH - 495 MM WEIGHT POWER SUPPLY CANISTER CAPACITY 27 KG 220 VOLTS / 50 HZ I KGS

AVAILABLE OPTIONS OF 2 INGREDIENTS STAGGERED DISPENSING OPTION FOR TEA BAG DISPENSING RATE - 4 CUPS/MIN (100 ML EACH) TEMPRATURE INTERLOCKING AUTO CLEANING WATER SOURCE - FILTER PROVIDED

OPTIONS TEA COFFEE

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36

DISPENSING SOLUTIONS The 6 & 8 lane machines A machine with compact design,which also dispenses a wide range of Products The smart card machine A machine that lets you control your Budget. A machine which should have Authorised Access and Provide Complete MIS.

The High Speed Machine A machine that can dispense many drinks in a short span of time

The fresh brew machine A cafe bar at the work place A machine which allows you to make your own cup of coffee.

2 & 4 lane machine A machine that is truly dependable , a typical work horse. With a the limited product range.

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CHAPTER - 4 Survey Details

4(A) OBJECTIVE

In India, vending machine market since past few years, is flooded with different varieties of vending machine of different companies. In such a situation the consumer is in dilemma in preferring a particular product because different brands of vending machine amongst them. With much competition of different companies producing similar products the survey is aimed at those potential consumers of vending machine of different brands and the other companys brands like Nescafe, Georgia, Amazon and Coffee Day etc. Also major competitor of vending machines in big organizations Are the street tea vendors which appeal more to firms than the Vending machines. Consumer varies tremendously in size of consumption of brew (i.e. Tea and Coffee) and taste. Also these factors have been taken into consideration while ascertaining the consumer preference for vending machine.

(B) SIGNIFICANCE OF THE STUDY

Although this study is conducted at small level (only jallandhar ) yet the findings and suggestions of it will help the management of the organization i.e. Hindustan Unilever Limited, in better way to understand the detail study of areas covering all the aspects of corporate sale of vending machine and it will also consist the detail understanding of the competitive brands of HULs vending machine. The study will also help the organization in making decision regarding promotional schemes and also identified the hidden opportunity in the certain other area other than corporate sale. So that, the corporate consumer may find the product more attractive due the persons working therein may become demanding of HULs vending machine.

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4(C) OBJECTIVE OF THE STUDY

The main objective of the study to utilize my theoretical knowledge in realm of marketing world to understand the complex/ competitive market situations and gain experience with the organization, where I utilise eight weeks time to understand the difference between practical and theoretical knowledge. The study has been conducted to understand the detail study of all the aspects of retailing concerned with the HULs vending machine. The specific objective, which under taken in my study, is to understand the corporate sale, the competitive brands of HULs vending machine and walk through the product sale in corporate world which reflect my own personal views and measures even the near by areas with hidden opportunity.

4(D) IMPORTANCE OF THE STUDY

Importance for the students: This course does not answer all the problems which arise in the practical field. There are many certain formulas for analyzing particular problems, but the aim of the study is to develop ability of decision making. A right decision at the right time itself helps the organization to run efficiently. Therefore, the eight weeks training is most important for the students of management. Summer training in any organization gives an idea in taking tactfully right decision at right time when problems come to an executive. So finding the solution of the problem, right decision making and knowledge of different types of marketing activities gives much more importance to the study.

4(E) Importance for the company: Though toadys market is very competitive for all type of consumables, but I find that Vending Machine market is more competitive market in a view that (1) it is industrial or office consumable product, thus can be defined as corporate sale, (2) It is everybodys requirement but not essentially required by every one and (3) Only reputed Brands are in the market. Therefore, every seller of this product has uphill task while selling the products. In such a market, it becomes highly imperative to take account of the constantly changing brand perception. It is here that this project becomes important as it aims to understand all the aspects of corporate selling, the detail study of all the competitive brands of HULs products.
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The observational study made during the training would help the marketing division of HUL to devise effective market strategy for the given area that would ultimately help to strengthen their position in the market, would enhance brand preference amongst the consumers.

4(F) THEORETICAL PERSPECTIVE OF THE STUDY Consumer is the sovereign in the market. All economies activity in the market namely, production, distribution, exchange, consumption are governed, regulated and adjusted in accordance with the needs and wishes of the consumers. Analysis of consumer behavior has considerable importance in marketing management, with the changing in its philosophy. In the early days these was basically sellers market, very few products concentrated in quality and reasonable price structure, with the emergence of the competitors market started flooding with goods and services, so each seller found it difficult to sell products if unable to communicate the consumers in respect of products quality and reasonable price.

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CHAPTER - 5 RESEARCH METHODOLOGY

5(A) MARKET RESEARCH: Marketing research has become most important tool for decision making in the field of marketing due to the following reasons. Business environment is changes very rapidly which needs to continuous odification and improvement. It provides correct and reliable information about customer, competitors and ones own activities to the manager, so that the huge amount spent on marketing activities to be utilized properly. Since modern business is customer oriented, it (MR) provides the producer a systematic and analytical approach based on assessment on customer requirements, which helps the producer in maximization of net profit by producing such products that fulfill the customers utmost level of satisfaction. Thus marketing research is a systematic gathering, recording and analysis of data about the problem facing the company. It helps the marketing manager to develop and analyze new information, which is further helpful in developing marketing strategy. Now it can be said that marketing research covers a very wide variety of activities ranging from analysis of marketing potential and market share to studies of customers satisfaction and purchase intention.

5(B) METHODOLOGY:

The basic needs of any research are data and method of collecting it. Data is an information on the basis of which inference are drawn, therefore, data become a very important and vital factor in research study. The main purpose behind framing a methodology is to desirable the research procedure which includes research design, data sources, data collection method, research instructions, and sampling plan.

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5(C) RESEARCH DESIGN:

This is the comprehensive master plan of the study undertaking given the general statement of the method used and procedure followed. It help the researcher to insure that the requisite data, in accordance with the topics of the study of all the aspects of corporate management, it will also be consist of detail understanding all the competitive brands of HUL, and an Questionnaire study will be conducted of own walk in different companies with the reference of HUL (DELHI JAIPUR HIGHWAY GURGAON) was descriptive in nature. It is a kind of study, which is undertaken when the researcher is interested in knowing to which vending machine is operating and tries to take an appointment so that I can explain about my product. The purpose of this study is to insure about the which type of vending machine is installed in the company. Thus, the research design used for study was descriptive research design. 5(D) COLLECTION OF DATA: DATA SOURCE: The various sources of information can be broadly divided into two categories. Primary source Secondary source

Primary source: Sources from where first hand information is gathered directly are called PRIMARY DATA. In case of the above study primary source of collecting data was provided by the company. Secondary data: The source of information, already gathered for some other purpose from other sources such data are called secondary data. These data can be available from different magazines, journals and company profiles. So, with regards to my study to collect the secondary data I went through the company records, magazines, internet and news papers.

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5(E) DATA COLLECTION METHOD The following method is widely used for collecting data:Questionnaire In the above-mentioned method, questionnaire methods were mainly used for the undertaken topic. Survey method was mostly used for collecting data through Questionnaire study with the helped of the framed questionnaire. regarding survey a detailed study are conducted which is consists of areas covering of all the aspects of corporate sector, this survey is also includes the detail understanding of all the competitive brands of HUL through the framed questionnaire to understand the physiology of the competitors, further, an o study will be conducted of own walk in different companies to identify the hidden opportunities in the near by areas, according the need and permission of the very organization on behalf on which I was appointed for the survey.

5(F) LIMITATIONS: Although all the efforts have been made to make the results as accurate as possible, yet the survey suffers from some limitations. Following are some of the limitations of the study. The purpose of mentioning these limitations is not to dilute the quality of the results rather to enable the reader to judge the validity of the result regarding the study. Following are some limitation of the study. Sample sizes are limited due to certain constraint. Lack of funds was the major obstruction to limit my survey to a small sample of respondents. Duration of study is also limited further intensive study field wise. Finding of the study, which was done only at Noida 1-4, 57-63, Okhla Phase2, Greator Noida, Hozari Complex Phase2 Noida, Udyog Vihar, Surajpur G.Noida, and NSEZ Noida. Last but not the least Weather was the most important constraint because it changes continuously. However, the limitation has been judiciously counter balanced as far as practicable. However the research of this type cannot be absolutely fixed in a perpetual framework of time but in spite of some inherent limitations, think that the very report may be useful for the particular organization.

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CHAPTER - 6 SWOT ANALYSIS

SWOT ANALYSIS:

It is one thing to discern attractive opportunities in theenvironment; it is another to have the necessary competencies to succeed in these opportunities. Each business needs to evaluate strengths and weaknesses periodically. In examining its pattern of strengths and weaknesses, clearly the business does not have to correct all of its weakness nor gloat about all of its strengths. The big question is whether the business should limits itself to those opportunities where it now possesses the required strengths or should consider better opportunities where it might have to acquire or develop certain strengths. A market opportunity is an area of need in which a company can perform profitably. Opportunities can be listed and classified according to their attractiveness and the success probability. The companys success probability depends on whether its business strengths not only match the key success requirements for operating in the target market but also exceed those of its competitors. Mere competence does not constitute the competitive advantage. The best performing company will be one of that can generate the greatest customer value and sustain it over time. Some development in the external environment represents threats. An environmental threat is a challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to sales or profit deterioration.

SWOT ANALYSIS OF HINDUSTAN UNILEVER LIMITED

SWOT: Analysis is important technology by the company can reap its position future and can over comes its negative aspects. Therefore, swot analysis plays an important role of formulating the business strategies for any company, which is obvious best on its strength, weakness, opportunity and threats.
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Strength of the organization 1. HUL has tie-ups with giant companies; 2. HUL has a monopoly in tea sector; 3. HUL provides best services to its customers; 4. HUL tie-up with EUREKA FORBES LIMITED for auditing monitoring the quality; 5. Performance and upkeep of HUL vending machine; 6. HUL has Pre-approved machine manufacturers with strength QC process; 7. HUL has a dedicated well-equipped Technical team, sales and support teams for 24X7 Assistance; and 8. HUL vending machine has remote locking facility.

Weakness of the organization 1. HUL gives less importance to small companies. 2. HUL does not give much importance of having coffee corner.

Opportunity for the organization 1. HUL has lot of small account, which it can cover. 2. HUL has its chikori mix coffee.

Threat for the organization 1. HUL biggest threat is Nescafe coffee. 2. HUL should concentrate on small accounts as Nescafe create big difference by having an upper hand in that sector .

CHAPTER - 7 DATA ANALYSIS

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CHAPTER 7 DATA ANALYSIS AND INTERPRETATION:

BRAND MIX
This question tries to find out the number of brands available in each competitor of HUL products. Through the analysis of the below bar graph it is very much clear that the HUL products are leading to their competitors in respect of the number of brand mix present in the market

Series 1
120 100 80 60 Series 1 40 20 0 lipton nestle kitchen street tea vendor others

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MARKET POSITION OF DIFFERENT COMPANIES PRODUCT:

Sales

nas caf Amazon Geogia Caf Coffee lipton No Machine

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Market position of different tea vending machine companies in Jalandhar

lipton nestle kitchen street tea vendors others

As it is very clear from the above graph that the maximum shares are from street tea vendors and it is also very clear that Nescafe is the biggest competitor of lipton. The major reason behind this is that the industrial area and the focal point have maximum number of labour class. Labour class like street tea vendors tea more than the vending tea machine.

Two solutions in order to tap this particular area are given below: 1. Low price vending machine should be made that have the basic features so that it should be cost effective and the taste should be in accordance with labour class. 2. Company can hire some workers on contract basis that should provide tea to them twice a day.

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Why lipton?
Advantages with lipton vending machine: 1. Hygienic drink as compare to road street tea vendors 2. Wide range of variety in different products 3. Authorised access and provide complete MIS 4. Dispense many drinks in short span of time. 5. Available at any time , like while working for late or early hours in office. 6. Freedom to choose as per their individual tastes and preferences. 7. All contact parts easy to clean.

Why street tea vendor?

Advantages with street tea vendors 1.Quick service

2. Customized tea flavor and type

3. Ease on the pocket

4. Availability of miscellaneous eatables

5 Availability of space to hangout, gossip, smoke, etc.

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The Microentrepreneurship of a Roadside Tea Vendor

The dynamics of how chai-walas manage this small-scale but extremely popular business, which is omnipresent in India Tea (Chai, Chaya) is undoubtedly the singular most consumed beverage in all Indian households. India is the one of the largest producers of tea in the world. According to the statistics available on Indian Tea Boards website, India produced 972.77 million kilogram of tea in 2008-09. Out of this, about 20 percent, i.e. 203.12 million kilogram, was exported. This means, about 80 percent of the total produce was consumed domestically. Having said that, it is not surprising that there are millions of micro-entrepreneurs who thrive on the business of vending tea. It is not far-fetched to say that chai-walas, as they are fondly called, can be found in every nook and corner of the countryfrom busy urban street corners to remote villages, at bus stands, railway platforms, footpaths, outside corporate houses, marketplaces, and many more such places. Ever wondered what are the business dynamics

that these micro-entrepreneurs operate

Thanks to a

lot of customers who dont pay their huge dues, Bhola Nath - a tea-stall owner, also scavenges for scrap metal to make up for the loss.

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Microeconomics of the business

Most chai-walas have a push-cart or a makeshift kiosk or simply a small wooden stand that is used as a basic business setup. On an average, a single push-cart would cost him Rs 2,000 to Rs 4,000 to buy; where as it would take as much as Rs 10,000 to Rs 15,000 to install a kiosk. Besides these, there are several other elements that he needs, such as utensils, tumblers, stove or gas-burner, and cylinders. All of these assets are mostly owned by the chai-wala himself.The business hours that a chai-wala operates in are largely dependent on the location of his unit. The profile of customers he gets is a mix of laborers, daily-wage workers, wandering ascetics to the common householders, young students, professionals, and employees of corporate companiesthis again is dependent on where his shop is located. In smaller cities, chai-walas use oil-fed stoves, but in bigger cities, where consumption is more and requirement is extremely fast, they use LPG cylinders. We spoke to several chaiwalas in Gurgaon. As it turns out, on an average these tea-vendors produce 250-300 cups of tea every day. This means that on an average day, a chai-wala needs the following amount of ingredients: 5 liters of milk, 2.5 kilograms of sugar, and 250 grams of tea-powder. The quantity of ginger and cardamom varies according to the demand. A quick calculation reveals that for a cup of tea that he prices at Rs 4 to Rs 5, the actual cost that he incurs is Rs 1.5 to Rs 2. This means, he is making a straight 60 percent profit on each cup of tea consumed. Typically, a single LPG cylinder will last him for about 15-20 days. And of course, tea is not the only item that one would find at a chai-walas. The miscellaneous other products that he sells include cigarettes, candies, cookies, crackers, chips, etc. The profit margin on these might not be as good as tea, but it helps to keep these available in the shop to ensure that interested customers can fully enjoy their tea. While talking to many of these chai-walas, we found out that the family members of many of these micro-entrepreneurs are actively involved in this business. This saves on the cost of employing the service of a chottu or a helper, who cleans the table, washes the cups and plates, etc. Many of these chai-walas located in big cities are migrants, who do not have permanent home address and therefore cant get government gas cylinder connection. For such chai-walas,
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LPG can be one major cost factor as they depend on gray market for supply; and they end up paying as much as Rs 800 for each refill.

Advantages with street tea vendors

1.Quick service

2. Customized tea flavor and type

3. Ease on the pocket

4. Availability of miscellaneous eatables

5 Availability of space to hangout, gossip, smoke, etc.

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CHAPTER 8

CONCLUSION:
The project has given me a deep understanding of all the aspect of corporate marketing, which covers all the key area of selling along with all the glamour features such as brand reflecting, ambience, soothing music, staff with the apt attitude to provide all the comfort required by the customers and mainly how the market share can be increased by adding more features to the machines that gives an edge to lipton from its competitors and mainly the street tea vendors. I have tried my level best to cover all the aspects of corporate sales along with competitors analysis of the HUL product. In spite of some limitations, the project is completed covering the detail study of corporate marketing.

Really, this project was like a challenge for me, I have accepted and completed with the best of our efforts, knowledge and skills. The study gives some of the conclusion, which is follows: HUL established a strong position in the HUL product in market. HUL brand doing well in the market but people are facing some problems with lipton vending machine. Nescafe is a European brand so it is our greatest strength in the business. There is a huge competition in corporate market. Eventually I conclude by saying that I fell top of the world when I think about my association which are having there business not only with the country but also having there business outside the country with these brand. It makes me feel top of the world when I say that I have worked on retail management of Hindustan Unilever Limited.

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RECOMMENDATION:
Approximately 80% market share is left, in and around jallandhar where no machine is installed and which shows substantial sale of machine could be made in this area by persuading the probable customers. Also some changes should be made in the machine with respect to variety In the taste as some customers ask for different flavours and so some modificafications should be made to sort out such problem. some people find such machines expensive in firms where number of people are less, so a variant of such machine should be made which should be cost effective and fulfil the basic requirements of them. Also firms with high number of workers want tea which should be in according to their taste and most of the labour class have same taste so special labour class machine can be developed for firms with very high number of workers which should also be cost effective too. HUL should motivate its staff members to be more committed and loyal to the company so that they can do value addition to HUL by serving better to the customers. Motivation for store staff members include launching of incentive schemes like providing commissions and awards like for the best who achieve the maximum sales target in the year. HUL should promote segmental targeting i.e. it should come up with schemes for focused target segment. HUL should train its staff members and their sales employees from time to time to make them aware of latest retailing techniques. HUL should formulate corporate strategy focusing especially on Tea, coffee and daily uses Product because there is vast potential to be tapped by tea and coffee in Indian Market as well as through out the world. HUL can also think of having contracts with firms located near to each other and can deliver already made tea to them twice a day. HUL should focus to their promotional activities because in respect of promotional activities HUL are very far behind from their competitors especially from Nescafe, Georgia, Amazon, and Cafe Coffee Day. There is much more focused required to the window display of the HUL products because in respect of window display HUL products is very far behind from their competitors especially from Nescafe, Georgia, Amazon , Cafe Coffee Day.
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The requirement, which is demanded by the store manager, is not fulfill on time. Therefore, it is recommended that the requirements of the store are fulfill on time so the customer are not return due the non-availability of proper stock. Last but not the least there is a vast potential to be tapped in the retail sectors of vending machine in these days companies are coming every where the traditional types of outlets are their extinction, people in these days preferred the branded product so more focused are given to the retail management and enhanced the brand image of HUL product.

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BIBLIOGRAPHY

CONCERND BOOKS 1.) MARKETING MANAGEMENT--- KOTLER PHILIP 2.) RESEARCH METHODOLOGY-----KOTHARI C.R.

MAGAZINES 1.) BUSINESS WORLD 2.) BUSINESS INDIA

NEWSPAPERS 1.) THE HINDUSTAN TIMES 2.) TIMES OF INDIA

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