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Introduction
2
Problem Statement Study the rural distribution models of HUL and P&G and analyze their strategies to increase reach and reduce costs of their distribution processes and systems in rural India.
Understanding of the rural distribution models of HUL and P&G
Project Objectives
To understand financial structure of channel members and role of technology Gain perspective on the challenges in rural distribution and Channel conflicts
Presentation Flow
Introduction and overview of the two firms Rural Campaigns run by HUL ad P&G in India Rural Penetration Model of HUL and P&G Challenges in Rural Marketing
Consumers
700 million
650 million
Direct Outlets
Consumer Categories Brands
2 million
1.3 million
20
10
35
13
Strategic Focus
Sub-Distributor Model
> 50 km from existing branch or difficult to reach Increasing reach in villages with < 20,000 population Salient Features
What is it?
Project Shakti
Business Model
Current
Shakti Ammas 45,000
Future
100,000
No. of villages
Population reach
135,000
150 million
500,000
600 million
Fake billing
Financial Structure
7
P&G Sub-Distributor
Cost Parameters Fixed Cost Commission DSE Salary App. Salaries Wholesale Margin Others % of Sales 4.00 1.00 2.50 2.63 0.60 1.00 Cost Parameters
HUL Shakti
% of Sales 4.76
3.00
Reimbursed by RS
-1.25
1.00
Total
11.7%
Total
7.51%
HUL
Turns rural men and women into entrepreneurs 48,000 women across 135,000 villages
P&G
Increasing product awareness in rural areas
Live demonstration on use of products like diapers Coverage of 40,000 villages in 2010
Project Shakti
Awareness on the importance of washing hands with soap Reached around 120 million people in over 50,000 villages
Make products more affordable for rural consumers Reduction in price of whisper to Rs.25
Began in UP in 70s with 5 villages; grew to over 200 villages within 10 years Helped increase milk supply in the region
Launch of Tide Naturals in 2010 Increase in pack size without increasing price
CREDIT
HUL
Credit to wholesalers 15 Days Credit to retailers 7 to 15 Days
P&G
Credit to wholesalers 7 Days Credit to retailers 7 Days
PRICE CUTTING
HUL
3% Discount at Shakti point 1.5-2% Discount at Wholesale point
P&G
Same Rate across outlets (1.5% discount to
wholesaler) Still 4 Products available cheaper in City Wholesale Market
Uneven Terrain
Lack of warehouses to lease Pilferage
Safety of products
Legal requirements (only specified value of products allowed per vehicle)
Other Challenges
11
Both P&G and HUL leverage the hand-held wireless PDA device in rural areas to take orders; this helps the company to get real time information on demand patterns and trends, manage inventory and production better, as well devise efficient sales promotion programs to drive sales
Both companies also leverage geo-tagging (GPS) technology to map individual retailers and to find the approximate distance and time required to reach these shops from the nearest highway
Recommendations
13
P&G P&G is a relatively new entrant in the Indian FMCG market vis--vis HUL. Therefore, the company has been focusing on a high cost, high quality model direct reach model in rural India. In low throughput regions, the company should focus on sub-distributors regions to decrease costs In high throughput regions, P&G should look to increase the number of distributor branches to increase its reach Multiple sales executive per sub-distributors will help reduce fixed costs and will help increase total margins The company should also make sure that the incentives of the employees are linked to shops covered
Moreover, the fake billing problem can be reduced by ensuring that GPS based billing is adopted across the organization
Recommendations
14
HUL The company should limit the sales per Shakti point to ensure that price cutting and forecasting of stock to wholesales is reduced The company should extend project UNIFY in rural areas to make sure that the data is available till the retail store The company should continue the shift in Shakti model from a women self help group model to a rural retailer model especially in UP and Bihar The company should also make sure that the incentives of the employees are linked to shops covered Moreover, the fake billing problem can be reduced by ensuring that GPS based billing is adopted across the organization