A Project Report On Competitive Analysis HUL Products in Belgaum Rural (CIDC) Territory

Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory
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1 Executive Summary
Contents
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6-8
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FMCG Industry in India
9-16
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Retailing and Rural Market
17-22
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Introduction of the company
23-38
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HLL Distribution network
39-47
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Research Design
48-52
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Data analysis and Interpretations
53-91
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Findings
92-93
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Suggestions
94-96
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Conclusion
97
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Bibliography
99
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Annexure
100-104
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EXECUTIVE SUMMARY
Hindustan Unilever Limited or Hindustan Lever limited (HLL) is India's largest Fast Moving Consumer Goods Company, touching the lives of two out of three Indians. HULs or HLLs mission is to add vitality to life through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. 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.
The project assigned me was to access to study the Competitive analysis of HUL or HLL products in Belgaum rural (CIDC) territory. This project taken up by me is a part of academic assignment to find out the attributes that affect the awareness level of retailers and suggestions to the distributor for improving quality of service. PROBLEM STATEMENT: To Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory
OBJECTIVES OF THE RESEARCH:
1. To study market Practices of HUL. 2. To study the Performance of the chosen Brands of HUL with the retailers in the given study area. 3. Studying & Evaluating the Trade Promotional Strategies of HUL. 4. Analyzing Competition Brand Wise. 5. Opinion of the Retailers towards the company
Note: Competitive analysis: in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors CIDC: - Common In Direct Coverage 2
METHODOLOGY 1. Personal Interaction with TSI, RSP and interviews with retailer. 2. A research survey (using questionnaire) would be conducted.
OUTCOME & BENEFITS OF THE STUDY: 1. This study would bring into light on what is the current market in the Belgaum rural (CIDC) territory. 2. It will help distributor to know what is the competition prevailing in given study area. 3. To know the to know strategy of the competitors in the given area for the study 4. Finally, it will help me understand (in practical) HLL distribution as whole and thus enriching my knowledge.
SCOPE OF THE STUDY: My study is restricted to only Belgaum rural (CIDC) retailers and wholesalers (Vijeta). The whole study and analysis is done to measure the Competition that is prevailing in the given area for the study, also to know strategy of the competitors in the given area for the study.
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FMCG INDUSTRY IN INDIA
FMCG INDUSTRY IN INDIA

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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory As the name suggests, products of daily usage under the heads of personal care, fabric care, household care, packaged foods, beverages and tobacco characterize the sector. These are part of the monthly purchase basket. Such products generally have a noncyclical consumer demand, low unit value, are mostly branded products, involve high marketing expenditure and have to be widely distributed. This sector has observed a 2% decline in the past 4-year period. FMCG pundits attribute this to various theories like FMCG commanding lower share of the wallet, what with several other newer expenditures in mobiles, computers, automobile etc. Other reasons to the decline may be down trading in brands or lower rural off takes. The Industry has a lot of potential since the product penetration and the per capita use is still low in India. As a matter of fact TV, which is the major screw of information, reaches out to 80% of urban and 46% of the rural population. The key entry barriers into this section are the Brand, Supply Chain Management and the complexity involved in managing SKUs (Stock Keeping Units). Also an Indian FMCG Company faces strong competition from the existing MNC-owned brands.
SUPPLY CHAIN The primary objective of supply chain management is to fulfill customer demands through the most efficient use of resources. A supply chain, logistics network, or supply network is a coordinated system of entities, activities, information and resources involved in moving a product or service from the supplier to the customer.
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Typically a simple supply chain model will be as follows: -
Primary (Shipment)
Secondary (Retailing)
Consumer Purchase (Off take)
Factory
C&FA
Distributor
Retailer
Consumer
SuperStockist
SubStockist
There are several stages through which the money circulates. The distribution intermediaries make the whole system of supply chain economically viable. Each layer of intermediaries implies fewer transaction complexities for all the layers, augmenting the reach. The experience, specialization and knowledge of local conditions, contacts and scale through such a network help achieve Operational Efficiency.
Without having to focus upon distribution, the brand managers can concentrate on their core activity of product development, sourcing and marketing. The companies get a cost advantage since most intermediaries are family owned businesses with low overhead and operational costs. The brand owners get a better return on capital employed as intermediaries hold the inventories.
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory THE CHALLENGE INVOLVED India has around 7.3 million retail outlets of which 3.0 million are in the 3768 towns and 4.3 are in the 627,000 villages. This fact is significant since the biggest challenge is to reach out to every nook of such a huge and diverse nation as India. As aptly said by Mr. Pusalkar, Supply Chain can be well learnt here. For a typical mid-size FMCG company, the numbers would be as

C&FA (Carrying & Forwarding Agent) 30 Distributors & Super-stockiest 1,200 Sub-stockiest 1,000 Retailers reached Retailers directly covered 500,000 Retailers via wholesalers 1,000,000 TOTAL 1,500,000 Consumers 10,000,000
The 7.3 million outlet strong retailing industry provides direct employment to more than 18 million people which roughly means one in every 25 families in India is engaged in the business of retailing. The rural markets are emerging to be the growth drivers of the future. The industry seeks to cater to a large rural population of the order of 700 million people. Of the 7.3 million retailers 58% are in rural areas. In most categories penetration is low and innovative packaging such as sachets and promotion is required. Achieving cost effectiveness to make the products reach rural outlets is essential.
THE ECONOMICS
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory For an FMCG company, the direct customer is the distributor. The several intermediaries between the company and the actual consumers ( C&FA, Distributors, Super-stockiest, Sub-stockiest, Wholesalers, and Retailers ) need compensation for the costs incurred, namely the inventory holding costs, manpower costs, credit provided to the next intermediary, transportation costs, overheads, and entrepreneurs risks and efforts. The remuneration is provided as a combination of gross margin (mark-up) on sales, commission on sales, and reimbursements. Typical Margins in such Supply Chain are:
Distributor 5% Retailer 7-15% Wholesaler 1-1.5% Super-stockiest 2% Sub-stockiest 5%
A distributors investment consists of inventory, Accounts receivable and accounts payable. He draws his income from gross margin or commission on sales. The expenses include discount expense, distribution expense and overheads. Typically an FMCG distributor expects a 25% ROI.
EMERGING TRENDS IN FMCG BUSINESS 8

Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory The industry has lately observed a rise of regional stalwarts such as Ghadi detergent, Baagh Bakri Tea etc. who are very strong in their respective geographical areas. Another emerging trend has been the rush to design products for the mass market in villages. C.K. Prahlads famous Bottom of the Pyramid theory is the guiding principle. The market is moving really fast as constant innovations are required in product, packaging and distribution. With the growth of information technology, the retailer has transformed from the old gala owner to a much better informed businessman. Direct Selling (e.g. Amway) as a parallel way of marketing is picking up. Increasing role of influencers (such as Shakti Amma, a famous concept in Andhra) has also emerged. There has been an influx of imports and ever increasing presence of multinational companies in this sector. The retailing business is also becoming more organized. Organized retailing comprises professionally managed single or chain of self-service stores. This has implications such as shorter supply-chain, move from inventory build-up method to collaborative planning, forecasting, and replenishment system, greater dependence on few sophisticated buyers, customer management strategy etc. To sum up all A World-Class FMCG Sales & Distribution system.

Ensures product availability At the right place In the right quantity Ensures product replenishment Ensures profit for all intermediaries At a minimal cost
GROWTH IN SALES OF FMCG COMPANIES: 9

Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory All top 10 categories record growth, the only exception being packaged tea. Spurred by high rural demand and retail sales, the fast-moving consumer goods (FMCG) sector posted 10.6 per cent growth year on year in February, the highest in the past five years, according to data provided by market research agency AC Nielsen. The rise does not come on a low base since the sales growth in February 2005 was 8.1 per cent year on year. And what is more, the growth has been broad-based with all the top 10 categories growing, the only exception being packaged tea. Besides, five of these categories have posted double-digit growth. And for the first time in four years, all the companies tracked by AC Nielsen have posted a growth in sales. The revival in the sector has been evident for some time now and the December quarter saw strong top line growth. For example, Dabur saw its revenue grow 26 per cent year on year, while Colgates sales grew 21 per cent. Besides, most companies now have far more pricing power than they did a year ago, which is reflected in the better operating margins last quarter. Colgates margin, for instance, was up 10 percentage points at 23 per cent, while that of Godrej consumer Products was up 270 basis points at 23.8 per cent. According to analysts, Hindustan Lever in February experienced the highest growth in five years while others such as Tata Tea and Dabur saw sales grow at a much faster pace compared with the December quarter. Tata Teas sales rise, for instance, is the highest since June 2005 while Britannias is the highest in 27 months. Analysts believe that the pick-up in the larger categories such as biscuits, washing powder, detergent cakes, shampoos and tea indicates a rise in demand for such categories in rural areas. This, they point out, is the main driving force behind the performance of companies such as Hindustan Lever, which recorded double-digit top line growth last quarter, the first time in six years. Very few segments in the FMCG space were now seeing a declaration in growth and the momentum was expected to continue, analysts added. 10
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Even as the sector continues its strong run, the BSE FMCG index hit an all-time high of 2,103.5 on Friday with three of its components, ITC, Nestle and McDowell hitting alltime highs. ITC, incidentally, has the highest weight of 48 per cent in the index. The FMCG index has outperformed the Sensex for the better part of 2005 and has been a big out performer so far in 2006.
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RETAILING AND RURAL MARKET
RETAILING AND RURAL MARKET
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Retailing is very diverse and sometimes the edges start to blur with other type of business. The word retail comes from the Old French retaille to cut off. So a wholesaler or manufacturer sells bulk lots while the retailer is willing to sell off smaller or individual pieces. Of course this definition only takes us so far because many wholesalers also sell retail and many retailers also sell wholesale in larger lots.
Further, the common usage of retail is based more on whether the business deals directly with the public. .
A local physical location is not even necessary for the definition of retail anymore now that retailing and eBay selling can be retail businesses into themselves. The best definition of retail might be any business whose product or service is made for, and targeted to, the consuming public.
Visual merchandising in Retailing: -
Selling goods using visual stimuli is an old age practice, but with increasing growth of retail industry, the art or arguably the science of visual merchandising has come to occupy a newfound fancy. Marketers especially retailers, consider it as an inspirable part of their overall branding effort. But even as it continues to grow, like all other branding efforts, the understanding of its impact and effectiveness is still in its infancy.
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What makes Rural Markets Attractive?

Rural Consumer Insights: Rural India buys. Products more often (mostly weekly). Buys small packs, low unit price more important than economy. In rural India, brands rarely fight with each other; they just have to be present at the right place. Many brands are building strong rural base without much advertising support. Fewer brand choices in rural: number of FMCG brand in rural is half that of urban. Buy value for money, not cheap products
Some Myths: Rural Market Is a Homogeneous Mass Reality: Its a heterogeneous population. Various Tiers are present depending on the incomes like Big Landlords, Traders, small farmers; Marginal farmers: Labors, artisans. State wise variations in rural demographics are present viz. Literacy (Kerala 90%, Bihar 44%) and Population below poverty line (Orissa 48%, Punjab 6%)
Disposable Income Is Low Reality: Number of middle class HHs (annual income Rs 45,000- 2, 15,000) for rural sector is 27.4 million as compared to the figure of 29.5 million for urban sector. Rural incomes CAGR was 10.95% compared to 10.74% in urban between 1970-71 and 199394. Individuals Decide About Purchases Reality: Decision making process is collective. Purchase process- influencer, decider, and buyer, one who pays can all be different. So marketers must address brand message at several levels. Rural youth brings brand knowledge to Households (HH).
Why Different Strategies? 14

Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Rural markets, as part of any economy, have untapped potential. There are several difficulties confronting the effort to fully explore rural markets. The concept of rural markets in India is still in evolving shape, and the sector poses a variety of challenges. Distribution costs and non-availability of retail outlets are major problems faced by the marketers. The success of a brand in the Indian rural market is as unpredictable as rain. Many brands, which should have been successful, have failed miserably. This is because, most firms try to extend marketing plans that they use in urban areas to the rural markets. The unique consumption patterns, tastes, and needs of the rural. Consumers should be analyzed at the product planning stage so that they match the needs of the rural people.
Therefore, marketers need to understand the social dynamics and attitude variations within each village though nationally it follows a consistent pattern. The main problems in rural marketing are: Understanding the rural consumer Poor infrastructure Physical Distribution Channel Management Promotion and Marketing Communication Dynamics of rural markets differ from other market types, and similarly rural marketing strategies are also significantly different from the marketing strategies aimed at an urban or industrial consumer.
Strategies to be followed: Marketing Strategy: Marketers need to understand the psyche of the rural consumers and then act accordingly. Rural marketing involves more intensive personal selling efforts compared to urban marketing. Firms should refrain from designing goods for the urban markets and subsequently pushing them in the rural Areas. To effectively tap the rural market a brand must associate it with the same things the rural folks.
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory It can be done by utilizing the various rural folk media to reach them in their own language and in large numbers so that the brand can be associated with the myriad rituals, celebrations, festivals, melas and other activities where they assemble.
Distribution Strategy: One of the ways could be using company delivery vans, which can serve two purposesit can take the products to the customers in every nook and corner of the market and it also enables the firm to establish direct contact with them and thereby facilitate sales promotion. However, only the bigwigs can adopt this channel. The companies with relatively fewer resources can go in for syndicated distribution where a tie-up between non-competitive marketers can be established to facilitate distribution. Annual melas organized are quite popular and provide a very good platform for distribution because people visit them to make several purchases. According to the India n Market Research Bureau, around 8000 such melas are held in rural India every year. Rural markets have the practice of fixing specific days in a week as Market Days (often called Haats) when exchange of goods and services are carried out. This is another potential low cost distribution channel available to the marketers. Also, every region consisting of several villages is generally served by one satellite town (termed as Mandis or Agri-markets) where people prefer to go to buy their durable commodities. If marketing managers use these feeder towns they will easily be able to cover a large section of the rural population.
Promotional Strategy: Firms must be very careful in choosing the vehicle to be used for communication. Only 16% of the rural population has access to a vernacular newspaper. So, the audiovisuals must be planned to convey a right message to the rural folk. The rich, traditional media forms like folk dances, puppet shows, etc with which the rural consumers are familiar and comfortable, can be used for high impact product campaigns.
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RETAILERS OPINION TOWARDS COMPANY:

I am glad to quota my opinion about the company HINDUSATAN UNILEVER LIMITED formerly know as HINDUSATAN LEVER LIMITED which is the largest FMCG Company in INDIA. Whenever I visit my outlets I find that 70% of the shelves are covered HUL products. It has been possible because of the huge customer demand that forces the retailers to stock HUL products.
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory HUL have the strong network which facilitates the market depth and penetration, availability and hence the turn over. HUL backed by 800 products variants adds the advantage of minimum distribution costs and maintenance. HULs another strength is its perfect implementation of supply chain management and information systems at RS (REDISTRIBUTION STOCKIEST) levels which facilitates the company to control the sales, stock at each point in the marketing channel, product wise movement etc. More sophisticated billing package in synchronization with the HULS central server that collects all the information through internet and update the price product and any changes that takes place everyday in the company ensures universal billing price at each level in the channel. With all these company focus on quality and delivery value to the end users that have helped to create strong proud image throughout.
NAGARAJ PADAKIPATIL. NAGA TRADERS BELGAUM
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INTRODUCTION OF THE COMPANY
INTRODUCTION OF THE COMPANY HLL announces new corporate identity
Company name is now HINDUSTAN UNILEVER LIMITED
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Mumbai, June 25, 2007: Hindustan Lever Limited today announced that it has obtained approval from the Government for the change of the company name to Hindustan Unilever Limited. With this the companys new corporate identity represented by a new logo and the new name Hindustan Unilever Limited comes into effect. The shareholders of the company had earlier approved the proposal for change of name at the Companys 74th Annual General Meeting on May 18, 2007. The Company believes that the new name provides the optimum balance between maintaining the heritage of the Company and the synergies of global alignment with the corporate name of Unilever. Most importantly the name retains Hindustan as the first word in its name to reflect the Companys continued commitment to local economy, consumers, partners and employees. The new logo is symbolic of the companys mission of Adding Vitality to life. It comprises of 25 different icons representing the organization, its brands and the idea of Vitality. Mr. Doug Baillie, CEO, Hindustan Lever Limited, said, The identity symbolizes the benefits we bring to our consumers and the communities we work in. Our mission is full of promise for the future, opening up exciting opportunities where we have competitive advantage for developing our business and our new identity will help us confidently position ourselves in every aspect of our business. The new name and the new logo will leverage the positioning, scale and synergy that comes with being part of Unilever globally. It positions our organization on a global scale and through the combination of retaining Hindustan in the name brings the very best of local and global to the forefront. For us this is really an opportunity, collectively as an 20
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory organization, to renew and strengthen our commitment to continue our endeavor to earn the love and respect of India, by making a real difference to every Indian, Mr. Baillie added.
About Hindustan Lever Limited HLL is India's largest Fast Moving Consumer Goods Company, touching the lives of two out of three Indians. HLLs mission is to add vitality to life through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. 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. Hindustan Lever Limited (HLL) and its constituent companies have been in India since 1931. Over these decades, while HLL has benefited from the developments in the country, it has contributed equally to these developments. Unilever's mission is to add Vitality to life. We 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 us their strong relationship with consumers and are the foundation for their future growth. We will bring their 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, we believe, the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact. 21
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory This is their road to sustainable, profitable growth, creating long-term value for their shareholders, their people, and their business partners
In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soap bars, embossed with the words "Made in England by Lever Brothers". With it began an era of marketing branded Fast Moving Consumer Goods (FMCG).Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HLL in November 1956; HLL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 51.55% equity in the company. The rest of the shareholding is distributed among about 380,000 individual shareholders and financial institutions.
The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972 and in 1977 Lipton Tea (India) Limited was incorporated.
Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in1986.
Since the very early years, HLL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations.
The liberalization of the Indian economy, started in 1991, clearly marked an inflexion in HLL's and the Group's growth curve. Removal of the regulatory framework allowed 22
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory 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 HLL, effective from April 1, 1993. In 1995, HLL 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 HLL and divested its 50% stake in the joint venture to the company.
HLL 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. HLL 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 HLL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The 1990s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB Group and the Dollops Ice cream business from Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in July 1993, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Ice-cream Group families and in 1995 the Milk food 100% Ice-cream marketing and distribution rights too were acquired. 23
Finally, BBLIL merged with HLL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HLL in 1998. The two companies had significant overlaps in Personal Products, Specialty Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the group, benefits from scale of economies both domestic and export market.
In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HLL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HLL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HLL acquired the government's remaining stake in Modern Foods.
In 2003, HLL acquired the Cooked Shrimp and Pasteurized Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports.
Hindustan Lever Limited, 51.6% subsidiary of Unilever Plc, is the largest FMCG Company in the country, with a turnover of Rs118bn. The companys business sprawls from personal and household care products to foods, beverages and specialty chemicals. The company has a dominating market share in most categories that it operates in such as toilet soaps, detergents, skincare, hair care, color cosmetics, etc. It is also the leading player in food products such as packaged tea, coffee, ice cream and other culinary products.
. Brand equities are built over a period of time by technological innovations, consistent high quality, aggressive advertisement and marketing. Availability near the consumer through a wide distribution network is another crucial success factor, as products are of small value, frequently purchased, daily use items. HLL is strong on both these fronts
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory with leading brands, which are market leaders in their respective categories, and a 1mn strong direct retail reach. HLL is the market leader in the detergent and toilet soap industry with market share of 60% and 40% respectively. Nirma is a close competitor in detergents and has been slowly gaining ground in toilet soaps too. The other significant competitor in detergents is P&G. In oral care segment, HLL has emerged as a strong No 2 player with 36% market share. In the hair care segment, HLL dominates the shampoo market with a 64.5% share and is the No 2 player in hair oils. HLL has a 54% market share in skin creams. In the foods business, Tata Tea in packet tea, Nestle in coffee and culinary products, GCMMF (Amul) in ice creams, and Godrej Pillsbury in staple food are the main competitors. HLL grew at a fast pace in the mid 90s driven by its aggressive acquisition spree. From Rs38bn turnover (contributed 70% by soaps, detergents and personal products), HLLs turnover has now grown to Rs118bn, with soaps and personal products contributing 57% to turnover and beverages and food products contributing to 29% of turnover. Growth during the last few years has largely been driven by the personal products business. However the pace of growth has slackened significantly in the last two years with several key segments registering a growth in 2001 soaps business (Rs21bn) de-grew by 1% and detergent sales (Rs20bn) grew by 7%. Other personal products (household care, oral acre, skin care, hair care, color cosmetics) registered a 14% yo-yo growth to Rs24.6bn. Expansion of the foods business, which has been identified as a major growth area, has not been as fast as anticipated. Beverage sales move largely with commodity price trends, which have remained on a downtrend. Branded tea business degree by 10% in F12/01 to rs16bn, while the Rs3bn coffee business registered a 7% yo-yo growth. Icecream business has failed to takeoff registering a 3% growth. The staple food business, once considered a high potential growth area witnessed a decline of 10% yoy to Rs2.4bn. Profitable growth has been the new mantra of the FMCG majors Chairman, M S Banga, who took over the reins from Keki Dadiseth 2 years ago. In contrast to Dadiseths strategy of expansion through acquisition, Mr. Bangas strategy revolves around 25
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory rationalization. A focus on 30 power brands, which are major contributors to profitability, seeking new avenues of expanding distribution reach, improving profitability of foods businesses have been the thrust areas. Non-FMCG businesses are either being are hived off or are being strengthened by partnerships with players who have the technological expertise in those businesses. The strategy has paid results with profits registering a 24% yo-yo growth in 2001, despite a flat top line growth.
PRESENT STRUCTURE
Hindustan Lever Limited (HLL) 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 have the company with a scale of combined volumes of about 4 million tones and sales of Rs.10, 000 cores.
HLL is also one of the country's largest exporters; it has been recognized as a Golden Superstar Trading House by the government of India. The mission that inspires HLL's 36,000 employees, including over 1,350 managers, is to "add vitality to life." HLL 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 HLL shares with its parent company, Unilever, which holds 51.55% of the
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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory equity. The rest of the shareholding is distributed among 380,000 individual shareholders and financial institutions.
HLL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's are household names across the country and span many categories soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured in close to 80 factories. The operations involve over 2,000 suppliers and associates. HLL's distribution network, comprising about 7,000 redistribution stockiest, directly covers the entire urban population, and
HLL has traditionally been a company, which incorporates latest technology in all its operations. The Hindustan Lever Research Center (HLRC) was set up in 1958, and now has facilities in Mumbai and Bangalore.
HLRC and the Global Technology Centers in India have over 200 highly qualified scientists and technologists, many with post-doctoral experience acquired in the US and Europe. HLL believes that an organizations worth is also in the service it renders to the community. HLL 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. HLL has also responded in case of national calamities / adversities and contributes through various welfare measures, most recent being the village built by HLL in earthquake affected Gujarat, and relief & rehabilitation after the Tsunami caused devastation in south India.
Over the last three years the company has embarked on an ambitious program, Shakti. Through Shakti, HLL is creating micro-enterprise opportunities for rural women, thereby improving their livelihood and the standard of living in rural communities. Shakti also includes health and hygiene education through the Shakti Vani Program, and creating 27
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory access to relevant information through the Shakti community portal. The program now covers about 50,000 villages in 12 states. HLL's vision is to take this program to 100,000 villages impacting the lives of over 100 million rural Indians. HLL is also running a rural health program Lifebuoy Swasthya Chetana. The program endeavors to induce adoption of hygienic practices among rural Indians and aims to bring down the incidence of diarrhea. It has already touched 70 million people in approximately 15000 villages of 8 states. The vision is to make a billion Indians feel safe and secure. If Hindustan Lever straddles the Indian corporate world, it is because of being singleminded in identifying itself with Indian aspirations and needs in every walk of life.
MANAGEMENT STRUCTURE
Hindustan Lever Limited is India's largest Fast Moving Consumer Goods (FMCG) Company. It is present in Home & Personal Care and Foods & Beverages categories. HLL and Group companies have about 36,000 employees, including 1350 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. For this, HLL is organized into two self-sufficient divisions - Home & Personal Care & Foods - supported by certain central functions and resources to leverage economies of scale wherever relevant. Board Divisions Central functions Businesses
Board
At the apex is the Board, headed by the Chairman, and comprising 5 whole time Directors and 5 independent non-executive Directors. The day to day operations are 28
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory supervised by the National Management comprising the Vice Chairman, Managing Director (HPC), Managing Director (Foods) and the Finance Director.
Divisions
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, HLL 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. Each Division has a nationwide manufacturing base, with each factory peopled by teams of Production, Engineering, Quality Assurance, Commercial and Personnel Managers.
Central functions
HLL'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.
HLL believes that while it leverages the scale of a large corporate, it must also retain the soul of a small company. Its organization structure, which has and will continue to evolve with time, is aimed at achieving this knitting. 29
Businesses Home & Personal Care

Personal Wash Fabric Wash Home Care Oral Care Skin Care Hair Care Deodorants & Talcs Color Cosmetics
Foods
Tea Coffee Branded Staples Culinary Products Ice Creams Modern Foods ranges
New Ventures
Hindustan Lever Network Ayush ayurvedic products & services Saga Purest water purifiers
Exports
HPC Beverages Marine Products
30
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Rice Castor
Products of HLL
BRANDS OF HLL: HOME AND PERSONAL CARE: Lux Breeze Liril Dove Lifebuoy Pears Hamam Rexona
LAUNDRY: Surf Excel Rin Wheel
SKIN CARE: Fair and Lovely Ponds HAIR AND CARE Sun silk Natural Clinic
ORAL CARE: Pepsodent Close-Up DEODRANTS: Axe 31

Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Rexona
COLOUR COSMETIC: Lakme AYURVEDIC PERSONAL AND HEALTH CARE: Ayush
TEA: Brooke bond Lipton COFFEE Bru FOODS Kissan Knorr Annapurna ICE CREAM Kwality Walls
M/S NAGA TRADERS (RURAL DISTRIBUTOR)
BELGAUM
Naga traders are the rural distributors for Hindustan Lever Limited and also they are supplying the products to the Shakti dealer; they are supplying retailer in rural area like. Bagewadi M.K Hubli Hukkeri Itagi/pariswad Kanapur Nesargi Piranwadi Ganeshpur 32
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Sambra Yamakanamardi etc....
Shakti dealer
1. S C.Hubli (munushikatti) 2. S A.Kaktikar (Belagundi) 3. S A.Tigodoli (Shindoli)
They deal in products of HLL Lux, Pears, Hamam, Rexona, Liril, Life bouy Surf excel, Rin, Wheel Sunsilk, Clinic plus Pepsodent, Close-up Fair and lovely, Ponds
Brooke bond, Lipton Bru etc
HLL's INITIATIVE IN RURAL DEVELOPEMENT:

Hindustan Lever Limited (HLL) and its constituent companies have been in India since 1931. Over these decades, while HLL has benefited from the developments in the country, it has contributed equally to these developments.
HLL has consciously woven India's imperatives with the company's strategies and operations. The companys main contributions include developing and using relevant technologies, stimulating industrialization, boosting exports, adding value to agriculture and generating productive employment and income opportunities.
HLL has been proactively engaged in rural development since 1976 with the initiation of the Integrated Rural Development Program in the Etah district of Uttar Pradesh, in tandem with the companys dairy operations. This Program now covers 500 villages in the district. Subsequently, the factories that HLL continued establishing in 33
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory less-developed regions of the country have been engaged in similar program in adjacent villages. These factory-centered activities mainly focus on training farmers, animal husbandry, generating alternative income, health & hygiene and infrastructure development. The company has acquired a wealth of experience and learning from these activities.
KEY LEARNINGS ON RURAL DEVELOPEMENT:

The principal issue in rural development is to create income-generating opportunities for the rural population. Such initiatives are successful and sustainable when linked with the companys core business and is mutually beneficial to both the population for whom the program is intended and for the company. Based on these insights, HLL launched Project Shakti in the year 2001, in keeping with the purpose of integrating business interests with national interests
HLL-DISTRIBUTION NETWORK
34
HLL DISTRIBUTION NETWORK

The company salesman grouped all these orders and placed an indent with the Head Office. Goods were sent to these markets, with the company salesman as the consignee. The salesman then collected and distributed the products to the respective wholesalers, against cash payment, and the money was remitted to the company.
The focus of the second phase, which spanned the decades of the 40s, was to provide desired products and quality service to the company's customers. In order to achieve this, one wholesaler in each market was appointed as a "Registered Wholesaler," a stock point for the company's products in that market. The company salesman still covered the market, canvassing for orders from the rest of the trade. He would then distribute stocks from the Registered Wholesaler through distribution units maintained by the company. The Registered Wholesaler system, therefore, increased the distribution reach of the company to a larger number of customers.
35
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory The highlight of the third phase was the concept of "Redistribution Stockiest" (RS) who replaced the RWs. The RS was required to provide the distribution units to the company salesman. The RS financed his stocks and provided warehousing facilities to store them. The RS also undertook demand stimulation activities on behalf of the company.
The second characteristic of this period we realized that the RS would be able to provide customer service only if he was serviced well. This knowledge led to the establishment of the "Company Depots" system. This system helped in transshipment, bulk breaking, and as a stock point to minimize stock-outs at the RS level.
In the recent, a significant change has been the replacement of the Company Depot by a system of third party Carrying and Forwarding Agents (C&FAs). The C&FAs act as buffer stock-points to ensure that stock-outs did not take place. The C&FA system has also resulted in cost savings in terms of direct transportation and reduced time lag in delivery. The most important benefit has been improved customer service to the RS.
The role performed by the Redistribution Stockiest has also undergone changes over the years. Financing stocks, providing manpower, providing service to retailers, implementing promotional activities, extending indirect coverage, reporting sales and stock data, screening for transit damages are some of the functions performed by the RS today.
HLL has grown manifold over the years. In the process, the number of factories and the number of SKUs too have increased. In order to rationalize the logistics and planning task, an innovative step has been the formation of the Mother Depot and Just in Time System (MD-JIT). Certain C&FAs were selected across the country to act as mother depots. Each of them has a minimum number of JIT depots attached for stock requirements. All brands and packs required for the set of markets, which the MD and JITs service in a given area are sent to the mother depot by all manufacturing units. The JITs draw their requirements from the MD on a weekly or bi-weekly basis. 36
At present, HLL's products, manufactured across the country, are distributed through a network of about 7,000 redistribution stockiest covering about one million retail outlets. The distribution network directly covers the entire urban population.
In addition to the ongoing commitment to the traditional grocery trade, HLL is building a special relationship with the small but fast emerging modern trade. Our scale enables us to provide superior customer service including daily servicing, improving their range availability whilst reducing inventories. We are using the opportunity of interfacing more directly with our consumers in this retail environment through specially designed communication and promotions. This is building traffic into the stores while yielding high growth for our business.
An IT-powered system has been implemented to supply stocks to redistribution stockiest on a continuous replenishment basis. The objective is to catalyze HLLs growth by ensuring that the right product is available at the right place in right quantities, in the most cost-effective manner. For this, stockiest have been connected with the company through an Internet-based network, called RS Net, for online interaction on orders, dispatches, 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 stockiest have sold to almost a million outlets across the country. RS Net is part of Project Leap, HLL's end-to-end supply chain, which also includes a back-end system connecting suppliers, all company sites and stretching right up to stockiest.
RS Net has come as a force multiplier for HLL Way, the company's action-plan to maximize the number of outlets reached and to achieve leadership in every outlet, by unshackling the field force to solely focus on secondary sales from the stockiest to retailers and market activation. HLL Way has also led to implementing best practices in customer management and common norms and processes across the company. Powered by the IT tools it has further improved customer service, while ensuring superior availability and impact visibility at retail points. 37
THE CHALLENGE OF THE RURAL MARKETS

70% of India's population resides in villages. Penetrating the rural markets is, therefore, one of the key challenges for any marketer. While rural markets present a great opportunity to companies, they also impose major challenges. At HLL, they have been at the forefront of experimenting with innovative methods to reach the rural consumer.
Indirect coverage
Under the Indirect Coverage (IDC) method, company vans were replaced by vans belonging to Redistribution Stockiest, which serviced a select group of neighboring markets.
Operation Harvest
The reach of conventional media and, therefore, awareness of different products in rural markets is weak. It was also not always feasible for the Redistribution Stockiest to cover all these markets due to high costs involved. Yet, these markets are important since growth opportunities are high. Operation Harvest endeavored to supplement the role of conventional media in rural India and, in the process, forge relationships and loyalty with rural consumers. Operation Harvest also involved conducting of product awareness programs on vans. Cinema van operations these are typically funded by the Redistribution Stockiest. Cinema Van Operations have films and audio cassettes with song and dance sequences from popular films, also comprising advertisements of HLL products Single Distribution Channel For rural India; HLL has established a single distribution channel by consolidating categories. In a significant move, with long-term benefits, HLL has mounted an initiative, Project Streamline, to further increase its rural reach with the help of rural sub-stockiest. It has already appointed 6000 such sub-stockiest. As a result, the distribution network directly covers about 50,000 villages, reaching about 250 million consumers. 38
Distribution will acquire a further edge with Project Shakti, HLL's partnership with Self Help Groups of rural women. The project, started in 2001, already covers over 5000 villages in 52 districts of Andhra Pradesh, Karnataka Madhya Pradesh and Gujarat, and is being progressively extended. The vision is to reach over 100,000 villages, Theyre by touching about 100 million consumers. The SHGs have chosen to adopt distribution of HLL's products as a business venture, armed with training from HLL and support from government agencies concerned and NGOs. A typical Shakti entrepreneur conducts business of around Rs.15000 per month, which gives her an income in excess of 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
For HLL, the project is bringing new villages under direct distribution coverage. Plans are being drawn up to cover more states, and provide products/services in agriculture, health, insurance and education. This will both catalyze holistic rural development and also help the SHGs generate even more income. This model creates a symbiotic partnership between HLL and its consumers, some of whom will also draw on the company for their livelihood, and helps build a self-sustaining virtuous cycle of growth.
39
CHANNEL STRUCTURE
CARRY AND RE-DISTRIBUTOR STOCKIEST RE-DISTRIBUTOR STOCKIEST
40
Supermarkets- Self- service stores where there is a room for shoppers to browse and
interact with the products.
Family grocer- Over the counter store mainly for monthly household shopping Kiosk- A tiny over the counter store, easily accessible for emergency purchases. It
stocks solely low unit packs.
Wholesale- Sells stock to small retailer and end user
DISTRIBUTION CHANNEL Old distribution channel of HUL:

Manufacturer (Chennai)
C & F (Hubli)
RD
Wholesalers
41
Retailers
End customer
Notation:
1) C & F: Carriage Forward 2) RD: Rural Distributor
NEW DISTRIBUTION CHANNEL OF HLL:

Manufacturer (Chennai)
C & F (Hubli)
RD
Lab RS
SS
Retailers
SE
42
End customer
Notation:
3) C & F: Carriage Forward 4) RD: Rural Distributor 5) Lab RS: Lab Regional Stockiest 6) SS: Star Seller 7) SE: Shakti Entrepreneur
RESEARCH METHODOLOGY
43
TITLE OF THE PROJECT To Study the COMPETATIVE ANALYSIS of HUL or HLL Products in Belgaum Rural (CIDC) Territory MAIN OBJECTIVES
1. This study would bring into light on what is the current market in the Belgaum rural (CIDC) territory.
2. It will help distributor to know what is the competition prevailing in given study are
area. 3. To know the to know strategy of the competitors in the given area for the study 4. Finally, it will help me understand (in practical) HLL distribution as whole and thus enriching my knowledge. SUB OBJECTIVE: 1) Study the FMCG market in India and distribution system. 2) To know HLL initiatives in Indian rural market. 44
SAMPLE DESIGN
POPULATION;
Population for this research is 472 retailers of Belgaum Rural. Sample size is 350. (175 existing and 175 non-existing).
SAMPLE AREA: Belgaum Rural (CIDC)

Khanapur Nandgad Londa Hukkeri Yamakanamaradi Ganeshpur Peeranwadi Bagewadi Sambra Majagaon Macchhe M.K.Hubli
SAMPLING METHOD:
The process of drawing sample units from the population is called sampling method. In order to have the unbiased results in the survey, the appropriate method of sampling i.e. stratified sampling adopted. It also includes convenience sampling.
DURATION OF THE PROJECT

Two Months
FIELD WORK
This market research involved a field work of 3 weeks where in I have administered pre-tested questionnaire to retailers. I have carried out the survey to 351 respondents by having the personal interaction with them. 45
Vijeta outlets = Whole sellers Star outlets = Retailers
TOOLS USED FOR ANALYSIS:

1. Sample testing 2. Graphical Representation of Analysis: a. Pie charts b. SPSS SOFTWARE
DATA COLLECTION APPROACH:

Primary data Primary data is collected in two phase 1) Within Belgaum city 2) Out of Belgaum city (Belgaum rural) Primary data has been used to carry out the research successfully. The secondary data has been collected from various journals and publications. For the purpose of gathering primary data a structure and non-disguised questionnaire was designed to collect data from the retailer. The questionnaire contains both open-ended and closeended questions.
Method of Communication:
In order to minimize the bias in data collection, the method of personal interview was adopted.
THE SOURCES OF THE DATA ARE AS FOLLOWS

46
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory The study relies to a great extent on primary data and to some extent on secondary data:
PRIMARY DATA: Questionnaire Observation and interview technique
SECONDARY DATA: Information is collected through internet From various text books Journals and magazines
LIMITATION OF THE STUDY; LIMITATIONS: The study is restricted in the scope owing to the following limitations: 1. The study is limited to a particular geographical area that is Belgaum rural only. 2. The information and data collected and analyzed is restricted to the researchers knowledge and ability. 3. The answers that I have got from the retailers cannot be considered as totally perfect because of various personal and other limitations. 4. Cost and time was also another limiting factor that affected the study. As retailer expectations and experiences include more of psychological aspects the survey made during a particular time period will give the information about the retailers during that particular time period. In order to be up-to-date in understanding the level of satisfaction periodic surveys are necessary.
47
ANALYSIS AND INTERPRETATION
48
Q2) Are you aware of HUL schemes which are on selective brand every
month?
Q2 Cumulativ e Percent 20.0 100.0
Valid
NO YES Total
Frequenc y 70 280 350
Percent 20.0 80.0 100.0
Valid Percent 20.0 80.0 100.0
49
NO 70.00 / 20.0%
YES 280.00 / 80.0%
*From the graph we are observed that out of 350 respondents 80% (280) respondents said they aware. 20% (70) respondents said NO they are not aware.
Q.3) Is there any specific scheme/ activity in HLL? (VIJETA)

Q3 Cumulativ e Percent 100.0
Valid
YES
Frequenc y 15
Percent 100.0
Valid Percent 100.0
50
Q3
YES
* From the graph we are observed that out of 350 respondents 100% (15) respondents are outlet are Vijeta outlet.
4) In what ways the merchandising activity of HLL helps you? (* retailers)

Q4 Cumulativ e Percent 45.1 57.0 100.0
Valid
BOOST SALES EXTRA RETURNS ON SALES ADVERTISEMENT Total
Frequenc y 151 40 144 335
Percent 45.1 11.9 43.0 100.0
Valid Percent 45.1 11.9 43.0 100.0
51
Q4
ADVERTISEMENT
BOOST SALES
EXTRA RETURNS ON SAL
*From the graph we are observed that out of 350 respondents. 151(45.1%) of the respondent said that the Merchandising activity help in Boost sales. 40(11.9%) of the respondent said that the Merchandising activity helps in gaining Extra returns on sales. 144(43%) of the respondent said that the Merchandising activity helps in Advertisement (customer know the availability of the product ) .
5) Do you know RS scheme of 1.5%, if your billing is more than 10000 per order?
Q5 Cumulativ e Percent 69.4 100.0
Valid
YES NO Total
Frequenc y 243 107 350
Percent 69.4 30.6 100.0
Valid Percent 69.4 30.6 100.0
52
Q5
NO 107.00 / 30.6%
YES 243.00 / 69.4%
* From the graph we are observed that out of 350 respondent 69.4 %( 243) respondents said YES 30.6% (107) respondents said NO. That they are aware of RS 1. 5%, if the billing is more than 10,000per order.
6) What is your monthly average turnover for the brands of HUL? A) In oral care
53
COLGATE Cumulativ e Percent 47.7 65.4 73.7 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 MORE THAN 5000 Total
Frequenc y 167 62 29 92 350
Percent 47.7 17.7 8.3 26.3 100.0
Valid Percent 47.7 17.7 8.3 26.3 100.0
COLGATE
MORE THAN 5000 92.00 / 26.3%
500 TO 1500 167.00 / 47.7%
3000 TO 5000 29.00 / 8.3%
1500 TO 3000 62.00 / 17.7%
A.1) From the above graph we observed that, out of 350 outlets 167 (47.7%) outlets are having the monthly sales range from 500-1500 , 62 (17.7%) outlets are having the monthly sales range from 1500-3000, 29 (8.3%) outlets are having the monthly sales range from 3000-5000, 92(26.3%) outlets are having the monthly sales more than 5000
CLOSE UP.
54
CLOSE UP Cumulativ e Percent 43.7 82.6 98.3 100.0
Valid
Frequenc y 153 136 55 6 350
Percent 43.7 38.9 15.7 1.7 100.0
Valid Percent 43.7 38.9 15.7 1.7 100.0
CLOSE UP
MORE THAN 5000 6.00 / 1.7% 3000 TO 5000 55.00 / 15.7%
500 TO 1500 153.00 / 43.7%
1500 TO 3000 136.00 / 38.9%
A.2) From the above graph we observed that, out of 350 outlets 153 (43.7%) outlets are having the monthly sales range from 500-1500 , 136 (38.9%) outlets are having the monthly sales range from 1500-3000, 55 (15.7%) outlets are having the monthly sales range from 3000-5000, 6(1.7%) outlets are having the monthly sales more than 5000 for CLOSE UP.
PEPSODENT 55
PEPSODENT Cumulativ e Percent 59.7 88.6 98.3 100.0
Valid
Frequenc y 209 101 34 6 350
Percent 59.7 28.9 9.7 1.7 100.0
Valid Percent 59.7 28.9 9.7 1.7 100.0
PEPSODENT
MORE THAN 5000 6.00 / 1.7% 3000 TO 5000 34.00 / 9.7%
1500 TO 3000 101.00 / 28.9% 500 TO 1500 209.00 / 59.7%
A.3)From the above graph we observed that, out of 350 outlets 209 (59.7%) outlets are having the monthly sales range from 500-1500 , 101 (28.9%) outlets are having the monthly sales range from 1500-3000, 34 (9.7%) outlets are having the monthly sales range from 3000-5000, 6(1.7%) outlets are having the monthly sales more than 5000 for PEPSODENT.
56
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory QA2) OTHERS
Q6A2 Cumulativ e Percent 57.1 92.9 96.9 100.0
Valid
Frequenc y 200 125 14 11 350
Percent 57.1 35.7 4.0 3.1 100.0
Valid Percent 57.1 35.7 4.0 3.1 100.0
Q6A2
MORE THAN 5000 11.00 / 3.1% 3000 TO 5000 14.00 / 4.0%
1500 TO 3000 125.00 / 35.7% 500 TO 1500 200.00 / 57.1%
A.4)From the above graph we observed that, out of 350 outlets 200 (57.1%) outlets are having the monthly sales range from 500-1500 , 125 (35.7%) outlets are having the monthly sales range from 1500-3000, 14 (4%) outlets are having the monthly sales range from 3000-5000, 11(3.1%) outlets are having the monthly sales more than 5000 for OTHER ORAL CARES.
B) BEVERAGES: 57
RED LABEL Cumulativ e Percent 70.3 82.6 91.7 100.0
V alid
500 TO 1500 1500 TO 3000 3000 TO 5000 OTHERS Total
Frequenc y 246 43 32 29 350
Percent 70.3 12.3 9.1 8.3 100.0
V alid Percent 70.3 12.3 9.1 8.3 100.0
RED LABEL
OTHERS 29.00 / 8.3% 3000 TO 5000 32.00 / 9.1% 1500 TO 3000 43.00 / 12.3%
500 TO 1500 246.00 / 70.3%
B1) From the above graph we observed that, out of 350 outlets 246 (70.3%) outlet are having the monthly sales range from 500-1500 , 43(12.3%) outlets are having the monthly sales range from 1500-3000, 32 (9.1%) outlets are having the monthly sales range from 3000-5000, 29(8.3%) outlets are having the monthly sales more than 5000 for RED LABEL.
TATA TEA
58
TATA TEA Cumulativ e Percent 59.1 86.3 98.9 100.0
Valid
Frequenc y 207 95 44 4 350
Percent 59.1 27.1 12.6 1.1 100.0
Valid Percent 59.1 27.1 12.6 1.1 100.0
TATA TEA
MORE THAN 5000 4.00 / 1.1% 300 TO 5000 44.00 / 12.6%
1500 TO 3000 95.00 / 27.1% 500 TO 1500 207.00 / 59.1%
B 2) From the above graph we observed that, out of 350 outlets 207 (59.1%) outlets are having the monthly sales range from 500-1500 , 95 (27.1%) outlets are having the monthly sales range from 1500-3000, 44 (12.6%) outlets are having the monthly sales range from 3000-5000, 4(1.1%) outlets are having the monthly sales more than 5000 for TATA TEA.
BATAILI 59
BATAILI Cumulativ e Percent 42.9 78.0 98.6 100.0
Valid
Frequenc y 150 123 72 5 350
Percent 42.9 35.1 20.6 1.4 100.0
Valid Percent 42.9 35.1 20.6 1.4 100.0
BATAILI
MORE T HAN 5000 5.00 / 1.4% 3000 T O 5000 72.00 / 20.6%
500 T O 1500 150.00 / 42.9%
1500 T O 3000 123.00 / 35.1%
B. 3) From the above graph we observed that, out of 350 outlets 150 (42.9%) outlets are having the monthly sales range from 500-1500 , 123(35.1%) outlets are having the monthly sales range from 1500-3000, 72 (20.6%) outlets are having the monthly sales range from 3000-5000, 5(1.4%) outlets are having the monthly sales more than 5000 for BATAILI.
OTHER BEVERAGES 60
OTHERS Cumulativ e Percent 62.3 88.3 98.6 100.0
Valid
Frequenc y 218 91 36 5 350
Percent 62.3 26.0 10.3 1.4 100.0
Valid Percent 62.3 26.0 10.3 1.4 100.0
OTHERS
MORE T HAN 5000 5.00 / 1.4% 3000 T O 5000 36.00 / 10.3% 1500 T O 3000 91.00 / 26.0%
500 T O 1500 218.00 / 62.3%
B 4) From the above graph we observed that, out of 350 outlets 218 (62.3%) outlets are having the monthly sales range from 500-1500 , 91 (26%) outlets are having the monthly sales range from 1500-3000, 36(10.3%) outlets are having the monthly sales range from 3000-5000, 5(1.4%) outlets are having the monthly sales more than 5000 for OTHER BEVERAGES
61
C ) SOAPS:
LUX Cumulativ e Percent 74.6 89.7 96.0 100.0
Valid
Frequenc y 261 53 22 14 350
Percent 74.6 15.1 6.3 4.0 100.0
Valid Percent 74.6 15.1 6.3 4.0 100.0
LUX
MORE T HAN 5000 14.00 / 4.0% 3000 T O 5000 22.00 / 6.3% 1500 T O 3000 53.00 / 15.1%
500 T O 1500 261.00 / 74.6%
C1) From the above graph we observed that, out of 350 outlets 261 (74.6%) outlets are having the monthly sales range from 500-1500 , 53(15.1%) outlets are having the monthly sales range from 1500-3000, 22 (6.3%) outlets are having the monthly sales range from 3000-5000,14(4%) outlets are having the monthly sales more than 5000 for LUX.
62
SANTOOR
SANTOOR Cumulativ e Percent 58.0 92.3 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 203 120 27 350
Percent 58.0 34.3 7.7 100.0
Valid Percent 58.0 34.3 7.7 100.0
SANTOOR
3000 T O 5000 27.00 / 7.7% 1500 T O 3000 120.00 / 34.3%
500 T O 1500 203.00 / 58.0%
63
C 2) From the above graph we observed that, out of 350 outlets 203 (58%) outlets are having the monthly sales range from 500-1500 , 120 (34.4%) outlets are having the monthly sales range from 1500-3000, 27.7 (12.6%) outlets are having the monthly sales range from 3000-5000. SANTOOR.
LIFE BOUY
LIFE BOUY Cumulativ e Percent 28.3 71.1 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 3000 Total
Frequenc y 99 150 101 350
Percent 28.3 42.9 28.9 100.0
Valid Percent 28.3 42.9 28.9 100.0
64
LIFE BOUY
3000 TO 3000 101.00 / 28.9%
500 TO 1500 99.00 / 28.3%
1500 TO 3000 150.00 / 42.9%
C. 3) From the above graph we observed that, out of 350 outlets 99(28.3.9%) outlets are having the monthly sales range from 500-1500 , 150(42.9%) outlets are having the monthly sales range from 1500-3000, 101(28.9%) outlets are having the monthly sales range from 3000-5000, for LIFE BOUY.
OTHERS
65
OTHERS Cumulativ e Percent 56.0 94.3 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 196 134 20 350
Percent 56.0 38.3 5.7 100.0
Valid Percent 56.0 38.3 5.7 100.0
OTHERS
3000 T O 5000 20.00 / 5.7% 1500 T O 3000 134.00 / 38.3%
500 T O 1500 196.00 / 56.0%
C 4) From the above graph we observed that, out of 350 outlets 196 (56%) outlets are having the monthly sales range from 500-1500 , 134 (38.3%) outlets are having the monthly sales range from 1500-3000, 20(5.7%) outlets are having the monthly sales range from 3000-5000, for OTHER SOAPS
D) HAIR CARES: 66
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory CLINIC PLUS
CLINIC PLUS Cumulativ e Percent 62.3 89.7 96.6 100.0
Valid
Frequenc y 218 96 24 12 350
Percent 62.3 27.4 6.9 3.4 100.0
Valid Percent 62.3 27.4 6.9 3.4 100.0
CLINIC PLUS
MORE T HAN 5000 12.00 / 3.4% 3000 T O 5000 24.00 / 6.9% 1500 T O 3000 96.00 / 27.4%
500 T O 1500 218.00 / 62.3%
D.1) From the above graph we observed that, out of 350 outlets 218(62.3%) outlets are having the monthly sales range from 500-1500 , 96(27.4%) outlets are having the monthly sales range from 1500-3000, 24 (6.9%) outlets are having the monthly sales range from 3000-5000,12(3.4%) outlets are having the monthly sales more than 5000 for CLINIC PLUS. CLINIC ALL CLEAR.
67
CLINIC ALL CLEAR Cumulativ e Percent 45.7 89.1 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 160 152 38 350
Percent 45.7 43.4 10.9 100.0
Valid Percent 45.7 43.4 10.9 100.0
CLINIC ALL CLEAR

3000 T O 5000 38.00 / 10.9%
500 T O 1500 160.00 / 45.7%
1500 T O 3000 152.00 / 43.4%
D.2)From the above graph we observed that, out of 350 outlets 160 (45.7%) outlets are have the monthly sales range from 500-1500 , 152 (43.3%)outlets are have the monthly sales range from 1500-3000, 38 (10.9%) outlets are have the monthly sales range from 3000-5000. CLINIC ALL CLEAR.
68
PANTENE
PANTENE Cumulativ e Percent 65.7 90.6 100.0
Valid
500 TO 1500 1500 TO 1500 3000 TO 5000 Total
Frequenc y 230 87 33 350
Percent 65.7 24.9 9.4 100.0
Valid Percent 65.7 24.9 9.4 100.0
PANTENE
3000 T O 5000 33.00 / 9.4% 1500 T O 1500 87.00 / 24.9%
500 T O 1500 230.00 / 65.7%
D. 3) From the above graph we observed that, out of 350 outlets 230(65.7%) outlets are having the monthly sales range from 500-1500 , 87(24.9%) outlets are having the monthly sales range from 1500-3000, 33(9.4%) outlets are having the monthly sales range from 3000-5000, for PANTENE.
69
HEAD & SHOULDERS

HEAD &SHOULDERS Cumulativ e Percent 54.0 96.9 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 189 150 11 350
Percent 54.0 42.9 3.1 100.0
Valid Percent 54.0 42.9 3.1 100.0
HEAD &SHOULDERS
3000 T O 5000 11.00 / 3.1% 1500 T O 3000 150.00 / 42.9%
500 T O 1500 189.00 / 54.0%
D 4) From the above graph we observed that, out of 350 outlets 180 (54%) outlets are having the monthly sales range from 500-1500 , 15O(42.9%) outlets are having the monthly sales range from 1500-3000, 11(3.1%) outlets are having the monthly sales range from 3000-5000, for HEAD & SHOULDERS
70
E.SALTS ANNAPURNA
ANNAPURNA Cumulativ e Percent 51.4 80.6 94.9 100.0
Valid
500 TO1500 1500 TO 3000 3000 TO 5000 MORE THAN 5000 Total
Frequenc y 180 102 50 18 350
Percent 51.4 29.1 14.3 5.1 100.0
Valid Percent 51.4 29.1 14.3 5.1 100.0
ANNAPURNA
MORE T HAN 5000 18.00 / 5.1% 3000 T O 5000 50.00 / 14.3%
500 T O1500 180.00 / 51.4% 1500 T O 3000 102.00 / 29.1%
E.1) From the above graph we observed that, out of 350 outlets 180(51.4%) outlets are having the monthly sales range from 500-1500 , 102(29.1%) outlets are 71
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory having the monthly sales range from 1500-3000, 50(14.3%) outlets are having the monthly sales range from 3000-5000,18(5.1%) outlets are having the monthly sales more than 5000 for ANNAPURNA.
TATA SALT
TATA SALT Cumulativ e Percent 56.9 88.9 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 199 112 39 350
Percent 56.9 32.0 11.1 100.0
Valid Percent 56.9 32.0 11.1 100.0
TATA SALT
3000 T O 5000 39.00 / 11.1%
1500 T O 3000 112.00 / 32.0%
500 T O 1500 199.00 / 56.9%
72
E2) From the above graph we observed that, out of 350 outlets 199(45.7%) outlets are having the monthly sales range from 500-1500 , 112 (32%)outlets are having the monthly sales range from 1500-3000, 39 (11.1%) outlets are having the monthly sales range from 3000-5000. TATA SALT.
OTHERS
Valid
Frequenc y 184 152 12 2 350
Percent 52.6 43.4 3.4 .6 100.0
Valid Percent 52.6 43.4 3.4 .6 100.0
OTHERS
MORE T HAN 5000 2.00 / .6% 3000 T O 5000 12.00 / 3.4%
1500 T O 3000 152.00 / 43.4%
500 T O 1500 184.00 / 52.6%
73
E. 3) From the above graph we observed that, out of 350 outlets 184(52.6%) outlets are having the monthly sales range from 500-1500 , 152(43.3%) outlets are having the monthly sales range from 1500-3000, 12(3.4%) outlets are having the monthly sales range from 3000-5000, 2(0.6%) outlets are having the monthly sales more than 5000 for OTHERS(SHUD ,STAR)
F) WASHING SOAPS:
WHEEL Cumulativ e Percent 62.3 89.7 96.6 100.0
Valid
500 TO 1500 NIMA 3000 TO 5000 MORE THAN 5000 Total
Frequenc y 218 96 24 12 350
Percent 62.3 27.4 6.9 3.4 100.0
Valid Percent 62.3 27.4 6.9 3.4 100.0
74
WHEEL
MORE T HAN 5000 12.00 / 3.4% 3000 T O 5000 24.00 / 6.9% NIMA 96.00 / 27.4%
500 T O 1500 218.00 / 62.3%
F.1) From the above graph we observed that, out of 350 outlets 218(62.3%) outlets are having the monthly sales range from 500-1500 , 96(27.4%) outlets are having the monthly sales range from 1500-3000, 24( 6.9%) outlets are having the monthly sales range from 3000-5000,12(3.4%) outlets are having the monthly sales more than 5000 for WHEEL.
NIMA
NIM A Cumulativ e Percent 57.7 86.9 97.4 100.0
Valid
Frequenc y 202 102 37 9 350
Percent 57.7 29.1 10.6 2.6 100.0
Valid Percent 57.7 29.1 10.6 2.6 100.0
75
NIMA
MORE T HAN 5000 9.00 / 2.6% 3000 T O 5000 37.00 / 10.6%
1500 T O 3000 102.00 / 29.1%
500 T O 1500 202.00 / 57.7%
F 2) From the above graph we observed that, out of 350 outlets 202 (57.7%) outlets are having the monthly sales range from 500-1500 , 102 (29.1%)outlets are having the monthly sales range from 1500-3000, 137 (10.6%) outlets are having the monthly sales range from 3000-5000. 9(2.6%) outlets are having the monthly sales more than 5000 for NIMA .
NIRMA
76
NIRMA Cumulativ e Percent 68.6 83.7 97.7 100.0
Valid
Frequenc y 240 53 49 8 350
Percent 68.6 15.1 14.0 2.3 100.0
Valid Percent 68.6 15.1 14.0 2.3 100.0
NIRMA
MORE T HAN 5000 8.00 / 2.3% 3000 T O 5000 49.00 / 14.0% 1500 T O 3000 53.00 / 15.1%
500 T O 1500 240.00 / 68.6%
F. 3) From the above graph we observed that, out of 350 outlets 240(65.7%) outlets are having the monthly sales range from 500-1500 , 53(15.1%) outlets are having the monthly sales range from 1500-3000, 49(14%) outlets are having the monthly sales range from 3000-5000. 8 (2.3%) outlets are having the monthly sales more than 5000 for NIRMA
77
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory OTHERS
Valid
Frequenc y 157 127 61 5 350
Percent 44.9 36.3 17.4 1.4 100.0
Valid Percent 44.9 36.3 17.4 1.4 100.0
OTHERS
MORE T HAN 5000 5.00 / 1.4% 3000 T O 5000 61.00 / 17.4%
500 T O 1500 157.00 / 44.9%
1500 T O 3000 127.00 / 36.3%
F 4) From the above graph we observed that, out of 350 outlets 157 (44.9%) outlets are having the monthly sales range from 500-1500 , 127(36.3%) outlets are having the monthly sales range from 1500-3000, 61(17.4%) outlets are having the monthly sales range from 3000-5000, 5 (1.4%) outlets are having the monthly sales more than 5000 for OTHERS(SAWAL SHASHI)
WASHING POWDER 78
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory SURF EXEL
SURF EXEL Cumulativ e Percent 47.7 65.4 73.7 100.0
Valid
Frequenc y 167 62 29 92 350
Percent 47.7 17.7 8.3 26.3 100.0
Valid Percent 47.7 17.7 8.3 26.3 100.0
SURF EXEL
MORE T HAN 5000 92.00 / 26.3%
500 T O 1500 167.00 / 47.7%
3000 T O 5000 29.00 / 8.3%
1500 T O 3000 62.00 / 17.7%
G.1) From the above graph we observed that, out of 350 outlets 167(47.7%) outlets are having the monthly sales range from 500-1500 , 62(17.7%) outlets are having the monthly sales range from 1500-3000, 29( 8.3%) outlets are having the monthly sales range from 3000-5000,92(26.3%) outlets are having the monthly sales more than 5000 for SURF EXEL.
ARIEL 79
AREIL Cumulativ e Percent 54.0 96.9 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 189 150 11 350
Percent 54.0 42.9 3.1 100.0
Valid Percent 54.0 42.9 3.1 100.0
AREIL
3000 T O 5000 11.00 / 3.1% 1500 T O 3000 150.00 / 42.9%
500 T O 1500 189.00 / 54.0%
G 2) From the above graph we observed that, out of 350 outlets 189(54%) outlets are having the monthly sales range from 500-1500 , 150 (42.9%)outlets are having the monthly sales range from 1500-3000, 11( 3.1%) outlets are having the monthly sales range from 3000-5000,. ARIEL.
TIDE 80
TIDE Cumulativ e Percent 8.3 90.3 100.0
Valid
500 TO 1500 1500 TO 3000 3000 TO 5000 Total
Frequenc y 29 287 34 350
Percent 8.3 82.0 9.7 100.0
Valid Percent 8.3 82.0 9.7 100.0
TIDE
3000 T O 5000 34.00 / 9.7% 500 T O 1500 29.00 / 8.3%
1500 T O 3000 287.00 / 82.0%
G 3) From the above graph we observed that, out of 350 outlets 29(8.3%) outlets are having the monthly sales range from 500-1500 , 287(82%) outlets are having the monthly sales range from 1500-3000, 34( 9.7%) outlets are having the monthly sales range from 3000-5000, for TIDE.
81
OTHERS
OTHERS Cumulativ e Percent 56.0 94.3 100.0
Valid
500 TO1500 1500 T 3000 3000 TO 5000 Total
Frequenc y 196 134 20 350
Percent 56.0 38.3 5.7 100.0
Valid Percent 56.0 38.3 5.7 100.0
82
OTHERS
3000 T O 5000 20.00 / 5.7% 1500 T 3000 134.00 / 38.3%
500 T O1500 196.00 / 56.0%
G 4) From the above graph we observed that, out of 350 outlets 196(56%) outlets are having the monthly sales range from 500-1500 , 134(3803%) outlets are having the monthly sales range from 1500-3000, 20( 507%) outlets are having the monthly sales range from 3000-5000, for OTHERS.
Q.7) How do you rate HUL products in terms of the following with respect to its competitors 1to5(1.VERY GOOD; 2.GOOD; 3.AVERAGE 4.BAD; 5.VERY BAD) QUALITY.
QUALITY Cumulativ e Percent 16.6 100.0
V alid
Frequenc y V ERY GOOD 58 GOOD 292 Total 350
Percent 16.6 83.4 100.0
V alid Percent 16.6 83.4 100.0
83
QUALITY
VERY GOOD 58.00 / 16.6%
GOOD 292.00 / 83.4%
From the graph we are observed that out of 350 respondents 16.4% (58) respondents said VERY GOOD and 83.4% (292) respondents said GOOD For the character QUALITY.
PRICE.
PRICE Cumulativ e Percent 8.3 90.3 100.0
Valid
Frequenc y VERY GOOD 29 GOOD 287 AVG 34 Total 350
Percent 8.3 82.0 9.7 100.0
Valid Percent 8.3 82.0 9.7 100.0
84
PRICE
AVG 34.00 / 9.7% VERY GOOD 29.00 / 8.3%
GOOD 287.00 / 82.0%
: From the graph we are observed that out of 350 respondents 8.3% (29) respondents said VERY GOOD and 82% (287) respondents said GOOD. 9.7% (34) respondents said AVERAGE for the character PRICE.
AVAILABILITY.
AVAILABILITY Cumulativ e Percent 5.7 96.6 100.0
Valid
Percent 5.7 90.9 3.4 100.0
Valid Percent 5.7 90.9 3.4 100.0
85
AVAILABILITY
AVG 12.00 / 3.4% VERY GOOD 20.00 / 5.7%
GOOD 318.00 / 90.9%
From the graph we are observed that out of 350 respondents 5.7% (20) respondents said VERY GOOD and 90.0% (318) respondents said GOOD. 3.4% (12) respondents said AVERAGE for the character AVAILABILITY.
CUSTOMER DEAMAND
86
CUSTOMER DEMAND Cumulativ e Percent 4.3 72.3 99.1 100.0
Valid
Frequenc y VERY GOOD 15 GOOD 238 AVG 94 BAD 3 Total 350
Percent 4.3 68.0 26.9 .9 100.0
Valid Percent 4.3 68.0 26.9 .9 100.0
CUSTOMER DEMAND
BAD 3.00 / .9% AVG 94.00 / 26.9% VERY GOOD 15.00 / 4.3%
GOOD 238.00 / 68.0%
From the graph we are observed that out of 350 respondents 4.3% (20) respondents said VERY GOOD, 68% (238) respondents said GOOD. 26.9% (94) respondents said AVERAGE. 9% (3) respondents said BAD. for the character CUSTOMER DEAMAND
MARGIN.
87
MARGIN Cumulativ e Percent 2.0 46.6 99.4 100.0
Valid
Frequenc y VERY GOOD 7 GOOD 156 AVG 185 BAD 2 Total 350
Percent 2.0 44.6 52.9 .6 100.0
Valid Percent 2.0 44.6 52.9 .6 100.0
MARGIN
BAD 2.00 / .6% VERY GOOD 7.00 / 2.0%
GOOD AVG 185.00 / 52.9% 156.00 / 44.6%
From the graph we are observed that out of 350 respondents 2% (7) respondents said VERY GOOD, 44.6% (156) respondents said GOOD. 52.9% 185) respondents said AVERAGE. 9% (3) respondents said BAD. For the character MARGIN.
BRAND STATUS.
88
BRAND STATUS Cumulativ e Percent 7.7 93.1 100.0
Valid
Percent 7.7 85.4 6.9 100.0
Valid Percent 7.7 85.4 6.9 100.0
BRAND STATUS
AVG 24.00 / 6.9% VERY GOOD 27.00 / 7.7%
GOOD 299.00 / 85.4%
From the graph we are observed that out of 350 respondents 7.7% (27) respondents said VERY GOOD and 85.4% (299) respondents said GOOD. 6.9% (24) respondents said AVERAGE for the character BRAND STATUS.
89
Q7) Descripitive statistics to determine the factors while rating the HUL PRODUCTS.
Des crip tive Statis tics N QUA LITY PRICE A V A ILA BILITY CUSTOMER DEMA ND MA RGIN BRA ND STA TUS V alid N (lis tw is e) 350 350 350 350 350 350 350 Mean 1.8343 2.0143 1.9771 2.2429 2.5200 1.9914
*Out of 350 respondents on an average 1.8343, said GOOD for the character QUALITY *Out of 350 respondents on an average 2.0143, said GOOD for the character PRICE *Out of 350 respondents on an average 1.97741, said GOOD for the character AVAILABILITY *Out of 350 respondents on an average 2.2429, said GOOD for the character CUSTOMER DEMAND *Out of 350 respondents on an average 2.5200, said AVEEAGE for the character MARGIN *Out of 350 respondents on an average 1.9914, said GOOD for the character BRAND STATUS
90
FINDINGS
FINDINGS
91
Research has been made on the topic competitive analysis to identify the competition between rural retailers depending upon their sales turnover at Belgaum Rural. Whole study only depends upon Belgaum rural retailers. Based on the analysis and the interpretation of the data given in the previous chapter findings and suggestions are recorded which are as follows In Belgaum rural most of the retail stores are small. Only few stationary and medical stores sell HLL products to the ultimate consumer. The number of Vijeta and Star outlets is very less. Most of the retailers come under General outlet category. The owners of the Vijeta outlets are highly satisfied with the merchandising activity. There is no single negative response to the merchandising activity. It is found that most of the retailers place the order every week and once in 15 days .It shows that many of the retailers frequently place the order. From the market research study it has been observed that the schemes & offers should be given to the outlets for the given study area. About 80% respondents are aware of the schemes given by HUL ,20% respondents are not aware of the schemes given by HUL About 70% of the retailers are aware of the RS scheme if the billing is more than 10,000, 30% are not aware. There is a positive feedback towards the sales representatives behavior during the visit. Some of the retailers rated that the behavior of the sales representative is courteous and good some of the of retailers rated their behavior is aggressive. 92
Most of the retailers are satisfied with the sales representatives explanation during visit. Most of the retailers (57%) are not particular about the dress code for the sales persons. When I asked the retailers how you rate delivery process of distributor, all the retailers surveyed respond that they are highly satisfied with the timely supply of products from their Rural Distributor. When I asked how you rate HLL distributor in terms of order processing time taken, among 100 retailers 76 replied very good and 11 as good.9 and 7 retailer replied not good and bad respectively. The products such as Colgate, Red Label, Wheel, Surf Excel , Nima Tata Tea ,Bataili ,Annapurna ,these are the products are moving well in the given area study . From Q.N0 7) in the question it is clearly observed that most of the retailers have a good opinion about the Quality Price Availability Brand status and customer demand of the HUL products supplied by the distributor However it is observed that most of them have a very low opinion about the amount of margin given by the distributors
SUGGESTIONS
93
Suggestions to HLL Distributor through this report

Some retailers have complained that these rural distributors are visiting to Their villages, but they are not coming to their door step, so the distributor Should visit all the retailers Some retailers are demanding credit facility from rural distributor, so he has to think over it... Retailers viewed that display of the products has influenced their sale and many people in rural area recognize the product not by its name but by its external appearance. As all the Vijeta retailers have appreciated and are satisfied with the merchandising activity it is suggested that merchandising activity should be extended to all General retailers. Modernization and standardization of rural retailers network must be carried out in order to exchange ideas on successful selling strategies and identifying areas of improvements Sales through Services and a Retailer Development Program must be carried out. It is advised to the sales representative, to give an opportunity to retailers to put their point of view during visit. To check the compitation that is prevailing in the market and the area covered. And to see the what are tools are applied by others company for getting more sales Still few of the rural retailers choice of stocking depend upon the factors like schemes, discounts, offers and margin and it attracts bulk orders to distributor. Distributor must satisfy retailers in respect to above factors. 94
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory Discount and company incentive should be passed on to the retailer by the distributors and distributor should periodically review the performance of their retailer.
CONCLUSION
Conclusion
95
Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory To conclude, it is very much limited time to clearly understand the compitation that is prevailing in the market. Apart from this we need to focus on the goods should supply to the retailers carefully in regular time intervals (periodically). The sales representative should give to co-operate with retailers at the time of visit this also plays an important role . Thus the significance of retailers satisfaction stretches from introducing more and more promotional activities, good margin and better services from distributor.
BIBLIOGRAPHY
1. ICFAI Journal 2. Marketing Management by Philip kotler 3. Marketing Research by Parshu Raman
96
4. www.hll.com 5. www.hllshakti.com
97
ANNEXURE
98
QUESTIONNAIRE
Dear Sir/Madam,
1) Personal data: Name of the Retailer/ Vijeta /Star Outlet: . Address: Contact (if any):Town/ village: . . .
2) Are you aware of HLL schemes which are on selective brand every month? Yes No 3) Is there any specific scheme/ activity in HLL? (* vijeta) If yes what types? . . 4) In what ways the merchandising activity of HLL helps you? (* retailers) Boost sales Extra returns on sales Advertisement (Customer known the availability of product) 5) Do you know RS scheme of 1.5%, if your billing is more than 10000 per order? Yes No
6) Please write the amount the brand in terms of average sales turnover a) In oral care Colgate: Close up: Pepsodent: What is the reason? Colgate: -
. . . .
99
Close up: Pepsodent: b) In tea/beverages Red label: TATA tea: Bataili: Others: What is the reason? Red label: TATA tea: Bataili: Others: c) Soaps Lux: Santoor: Others: What is the reason? Lux: Santoor: Others: d) Hair cares Clinic plus: Clinic all clear: Pantene: Head and shoulder: What is the reason? Clinic plus: Clinic all clear: Pantene: Head and shoulder: e) Salts Annapurna: TATA salt: Others: What is the reason? Annapurna: TATA salt: Others: -
. .
. . . . . . . .
. . . . . .
. . . . . . . .
. . . . . .
100
f) Washing soaps Wheel: Nima: Nirma: What is reason? Wheel: Nima: Nirma: g) Washing powder Surf excel: Ariel: Tide: What is reason? Surf excel: Ariel: Tide: -
. . .
. . .
. . . . . .
7) How do you rate HLL products in terms of the following with respect to its Competitors? 1 to 5 (1-Very good, 2-Good, 3-Avg, 4-Bad, 5-Very bad)
101
CHARACTERISTICS Quality Price Availability Customer demand Margin Brand status
Thank you
102

A Project Report On Competitive Analysis HUL Products in Belgaum Rural (CIDC) Territory

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A Project Report On Competitive Analysis HUL Products in Belgaum Rural (CIDC) Territory

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Study the Competitive Analysis HUL products in Belgaum Rural (CIDC) Territory

FMCG Industry in India

Retailing and Rural Market

Introduction of the company

HLL Distribution network

Data analysis and Interpretations

OBJECTIVES OF THE RESEARCH:

FMCG INDUSTRY IN INDIA

FMCG INDUSTRY IN INDIA

Consumer Purchase (Off take)

Distributor 5% Retailer 7-15% Wholesaler 1-1.5% Super-stockiest 2% Sub-stockiest 5%

EMERGING TRENDS IN FMCG BUSINESS 8

GROWTH IN SALES OF FMCG COMPANIES: 9

RETAILING AND RURAL MARKET

RETAILING AND RURAL MARKET

Visual merchandising in Retailing: -

What makes Rural Markets Attractive?

Why Different Strategies? 14

RETAILERS OPINION TOWARDS COMPANY:

NAGARAJ PADAKIPATIL. NAGA TRADERS BELGAUM

INTRODUCTION OF THE COMPANY

INTRODUCTION OF THE COMPANY HLL announces new corporate identity

Company name is now HINDUSTAN UNILEVER LIMITED

Businesses Home & Personal Care

LAUNDRY: Surf Excel Rin Wheel

ORAL CARE: Pepsodent Close-Up DEODRANTS: Axe 31

COLOUR COSMETIC: Lakme AYURVEDIC PERSONAL AND HEALTH CARE: Ayush

M/S NAGA TRADERS (RURAL DISTRIBUTOR)

Brooke bond, Lipton Bru etc

HLL's INITIATIVE IN RURAL DEVELOPEMENT:

KEY LEARNINGS ON RURAL DEVELOPEMENT:

HLL DISTRIBUTION NETWORK

THE CHALLENGE OF THE RURAL MARKETS

CARRY AND RE-DISTRIBUTOR STOCKIEST RE-DISTRIBUTOR STOCKIEST

Wholesale- Sells stock to small retailer and end user

DISTRIBUTION CHANNEL Old distribution channel of HUL:

NEW DISTRIBUTION CHANNEL OF HLL:

SAMPLE AREA: Belgaum Rural (CIDC)

DURATION OF THE PROJECT

Vijeta outlets = Whole sellers Star outlets = Retailers

TOOLS USED FOR ANALYSIS:

DATA COLLECTION APPROACH:

THE SOURCES OF THE DATA ARE AS FOLLOWS

PRIMARY DATA: Questionnaire Observation and interview technique

ANALYSIS AND INTERPRETATION

Q2 Cumulativ e Percent 20.0 100.0

Frequenc y 70 280 350

Percent 20.0 80.0 100.0

Valid Percent 20.0 80.0 100.0

YES 280.00 / 80.0%

Q.3) Is there any specific scheme/ activity in HLL? (VIJETA)

Valid Percent 100.0

4) In what ways the merchandising activity of HLL helps you? (* retailers)

BOOST SALES EXTRA RETURNS ON SALES ADVERTISEMENT Total

Frequenc y 151 40 144 335

Percent 45.1 11.9 43.0 100.0

Valid Percent 45.1 11.9 43.0 100.0

EXTRA RETURNS ON SAL

Frequenc y 243 107 350

Percent 69.4 30.6 100.0

Valid Percent 69.4 30.6 100.0

YES 243.00 / 69.4%

Frequenc y 167 62 29 92 350