INTRODUCTION

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company, touching the
lives of two out of three Indians with over 20distinct categories in Home & Personal Care Products and
Foods & Beverages.The companys Turnover is Rs. 20, 239 crores (for the 15 month period January1,
2008 to March 31, 2009).Hindustan unilever limited is a subsidiary of Unilever, one of the worlds
leading suppliers of fast moving consumer goods with strong local roots in more than 100countries
across the globe with annual sales of 40.5 billion in 2008. Unilever hasabout 52% shareholding in HUL.
Hindustan Unilever was recently rated among thetop four companies globally in the list of Global Top
Companies for Leaders bya study sponsored by Hewitt Associates, in partnership with Fortune
magazine andthe RBL Group. The company was ranked number one in the Asia-Pacific regionand in
India.The mission that inspires HUL's more than 15,000 employees, including over 1,400 managers, is to
add vitality to life". The company meets everyday needs for nutrition, hygiene, and personal care, with
brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its
parent company,Unilever, which holds about 52 % of the equity.
Heritage

HULs heritage dates back to 1888, when the first Unilever product, Sunlight, was introduced in India.
Local manufacturing began in the 1930s with the establishment of subsidiary companies. They merged
in 1956 to form Hindustan Lever Limited (The company was renamed Hindustan Unilever Limited on
June25, 2007). The company created history when it offered equity to Indian shareholders,
becoming the first foreign subsidiary company to do so. Today, the company has more than three lakh
resident shareholders
HULs brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,Sunsilk, Clinic, Close-up,
Pepsodent, Lakme, Brooke Bond, Kissan, Knorr,Annapurna, Kwality-Walls - are household names across
the country and spanmany categories - soaps, detergents, personal products, tea, coffee, branded
staples,ice cream and culinary products. They are manufactured in over 35 factories,several of them in
backward areas of the country. The operations involve over 2,000 suppliers and associates. HUL's
distribution network covers 6.3 million retailoutlets including direct reach to over 1 million.HUL has
traditionally been a company, which incorporates latest technology in allits operations. The Hindustan
Lever Research Centre (now Hindustan Unilever Research Centre) was set up in 1958
Doing well by doing good
HUL believes that an organisations worth is also in the service it renders to thecommunity. HUL focuses
on hygiene, nutrition, enhancement of livelihoods,reduction of greenhouse gases and water footprint.It
is also involved in educationand rehabilitation of special or underprivileged children, care for the
destitute andHIV-positive, and rural development. HUL has also responded in case of nationalcalamities
/ adversities and contributes through various welfare measures, mostrecent being the relief and
rehabilitation of the people affected by the Tsunamidisaster, in India.HULs Project Shakti is a rural
initiative that targets small villages populated byless than 5000 individuals. Through Shakti, HUL is
creating micro-enterpriseopportunities for rural women, thereby improving their livelihood and the
standard of living in rural communities. Shakti also provides health and hygiene educationthrough the
Shakti Vani programme.The program now covers 15 states in Indiaand has over 45,000 women
entrepreneurs in its fold, reaching out to 100,000villages and directly reaching to over three million rural
consumers.HUL also runs a rural health programme, Lifebuoy Swasthya Chetana. The programme
endeavours to induce adoption of hygienic practices among ruralIndians and aims to bring down the
incidence of diarrhoea. It has already touched120 million people in approximately 50, 676 villages across
India
If Hindustan Unilever straddles the Indian corporate world, it is because of beingsingle-minded in
identifying itself with Indian aspirations and needs in every walk of life.


History of HUL

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of Sunlight soap
bars, embossed with the words "Made inEngland by Lever Brothers". With it, began an era of marketing
branded FastMoving Consumer Goods (FMCG).Soon after followed Lifebuoy in 1895 and other famous
brands like Pears, Lux andVim. Vanaspati was launched in 1918 and the famous Dalda brand came to
themarket in 1937.In 1931, Unilever set up its first Indian subsidiary, Hindustan VanaspatiManufacturing
Company, followed by Lever Brothers India Limited (1933) andUnited Traders Limited (1935). These
three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian
public, being the firstamong the foreign subsidiaries to do so. Unilever now holds 52.10% equity in
thecompany. The rest of the shareholding is distributed among about 360,675individual shareholders
and financial institutions.The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903,
thecompany had launched Red Label tea in the country. In 1912, Brooke Bond & Co.India Limited was
formed. Brooke Bond joined the Unilever fold in 1984 throughan international acquisition. The erstwhile
Lipton's links with India were forged in1898. Unilever acquired Lipton in 1972 and in 1977 Lipton Tea
(India) Limitedwas incorporated.
Pond's (India)Limited had been present in India since 1947. It joined theUnilever fold through an
international acquisition of Chesebrough Pond's USA in1986.Since the very early years, HUL has
vigorously responded to the stimulus of economic growth. The growth process has been accompanied
by judiciousdiversification, always in line with Indian opinions and aspirations. Theliberalisation of the
Indian economy, started in 1991, clearly marked an inflexionin HUL's and the Group's growth curve.
Removal of the regulatory framework allowed the company to explore every single product and
opportunity segment,without any constraints on production capacity.Simultaneously, deregulation
permitted alliances, acquisitions and mergers. In oneof the most visible and talked about events of
India's corporate history, theerstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective
fromApril 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited,formed a 50:50 joint
venture, Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate
products of both the companies.Subsequently in 1998, Lakme Limited sold its brands to HUL and
divested its 50%stake in the joint venture to the company.
HUL formed a 50-50 joint venture with the US-based Kimberly Clark Corporationin 1994, Kimberly-Clark
Lever Ltd, which markets Huggies Diapers and KotexSanitary Pads. HUL has also set up a subsidiary in
Nepal, Unilever Nepal Limited(UNL), and its factory represents the largest manufacturing investment in
theHimalayan kingdom. The UNL factory manufactures HUL's products like Soaps,Detergents and
Personal Products both for the domestic market and exports toIndia.The 1990s also witnessed a string
of crucial mergers, acquisitions and alliances onthe Foods and Beverages front. In 1992, the erstwhile
Brooke Bond acquiredKothari General Foods, with significant interests in Instant Coffee. In 1993,
itacquired the Kissan business from the UB Group and the Dollops Ice-cream business from Cadbury
India.As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of
Unilever, were merged with Brooke Bond. Then in 1994,Brooke Bond India and Lipton India merged to
form Brooke Bond Lipton IndiaLimited (BBLIL), enabling greater focus and ensuring synergy in the
traditionalBeverages business. 1994 witnessed BBLIL launching the Wall's range of FrozenDesserts. By
the end of the year, the company entered into a strategic alliance withthe Kwality Ice-cream Group
families and in 1995 the Milk-food 100% Ice-creammarketing and distribution rights too were
acquired.Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internalrestructuring
culminated in the merger of Pond's (India) Limited (PIL) with HULin 1998. The two companies had
significant overlaps in Personal Products,Speciality Chemicals and Exports businesses, besides a common
distributionsystem since 1993 for Personal Products. The two also had a common management pool and
a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies
both in domestic and export markets and enable itto fund investments required for aggressively building
new categories.In January 2000, in a historic step, the government decided to award 74 per centequity
in Modern Foods to HUL, thereby beginning the divestment of governmentequity in public sector
undertakings (PSU) to private sector partners. HUL's entryinto Bread is a strategic extension of the
company's wheat business. In 2002, HULacquired the government's remaining stake in Modern Foods.In
2003, HUL acquired the Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of
Companies, a leader in value added Marine Productsexports.HUL launched a slew of new business
initiatives in the early part of 2000s.Project Shakti was started in 2001. It is a rural initiative that targets
small villages populated by less than 5000 individuals. It is a unique win-win initiative thatcatalyses rural
affluence even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering
over 100,000 villages across 15 states andreaching to over 3 million homes.In 2002 In 2002, HUL made
its foray into Ayurvedic health & beauty centrecategory with the Ayush product range and Ayush
Therapy Centres. HindustanUnilever Network, Direct to home business was launched in 2003 and this
wasfollowed by the launch of Pure-it water purifier in 2004.In 2007, the Company name was formally
changed to Hindustan Unilever Limitedafter receiving the approval of share holders during the 74th
AGM on 18 May2007. Brooke Bond and Surf Excel breached the the Rs 1,000 crore sales mark thesame
year followed by Wheel which crossed the Rs.2,000 crore sales milestone in2008.On 17th October 2008,
HUL completed 75 years of corporate existence in India
REVIEW OF LITERATURE
Hindustan Unilever Limited is the Indian arm of the Anglo-Dutch company Unilever. Both Unilever and
HUL have established themselves well in the FastMoving Consumer Goods (FMCG) category. In India,
the company offers manyhouseholds brands like, Dove, Lifebuoy, Lipton, Lux, Pepsodent, Ponds,
Rexona,Sunsilk, Surf, Vaseline etc. Some of its efforts were also rewarded when four of HUL brands
found place in the Top 10 brands list for the year 2008 published inThe Economic Times.Unilever was
a result of the merger between the Dutch margarine company,Margarine Unie, and the British soap-
maker, Lever Brothers, way back in 1930.For 70 years, Unilever was the undisputed market leader but
now faces toughcompetition from Proctor & Gamble and Colgate-Palmolive.HUL is also known for its
strong distribution network in India. In order to further strengthen its distribution in the rural areas and
to empower the local women, HULlaunched a Project Shakti in 2000 in a district in Andhra Pradesh. The
idea behindthis project was to create women entrepreneurs and provide them with micro-creditand
training in enterprise management, which would enable them to create self-help groups and become
direct-to-home distributors of HUL products. TodayProject Shakti is present across 80,000 villages in 15
states and is helping manyunderprivileged women earn their livelihood.As the per-capita income of
India is increasing along with the Indian population.So, the future for the FMCG Companies is bright. To
analysis the past performance& the future demand of HUL, FMCG products we have considered
following points:
We have a listed the different FMCG product lines of HUL.

We have done competitors analysis in which the market share of topFMCG companies are
analysed & the market share of HULS differentcategories product are analysed with
comparison to its competitors.

Then performance analysis is made by taking 10 year financial data from1998-2007. The profit
& sales growth is analysed We have done SWOTanalysis to know the threat & opportunities of
HUL in present market.
The future opportunities for FMCG products are taken into consideration byanalyzing the
increased per capita income & increased disposable income toforecast the future demand of
HUL.
OBJECTIVE OF STUDY
The main objective of this project is to find, what are the steps HindustanUnilever Ltd. is
adapting to be market leader and to differentiate itself from itscompetitors.
What is the steps company is utilizing to find current trend in the market.
To study various brands of HUL
To study the competitive brands in the market of ,home care products,.food brands,personal
care products
To find the market share of the HUL brands and its competitive brands.
To determine the key areas of strength and weakness for HUL brands Todevelop a promotion
plan for brand communication of the HUL
To study various marketing strategies of huL
RESEARCH METHODLOGY
There is large no. of FMCG companies in the market, to find the definingstrategies used, the
methodology used is interview and survey method.
Data Collection Method: For this research study, primary data as well as secondary data was
collectedPrimary Data has been collected through personal contact. For this purpose
bothquestionnaireand one-on-one interview was considered with the consumers, shopowners and
distributors & suppliers of the company.Secondary data has collected from magazines, newspaper,
company literature andwebsites.
Data analysis: Analyzing codes to each question were awarded. thereafter which aws written andthan
analysed
MAJOR FINDINGS
Major competitors
1. Dabur
2. Jhandu
3. Johnson &Johnson
4. Cavin Care
5.Procter & Gamble
6. Britannia7. ITC
8. Gillette
METHODOLOGY FOR RESEARCH PROBLEM
Following steps where taken in to consideration, to identify the research problem-
1. Informal investigation Visit to the shop owners, talked to the distributors and to the consumers
in thelocality and surrounding areas.
2. External and Internal Analysis Understanding customer problem Understanding the market
structure
3. Situational Analysis Tastes & preferences Needs & income

Major CompetitorsITCDabur Procter & GambleCavin CareAmulJohnson & Johnson, etcA Compressive
study of Secondary and Primary data (Informal Interviews) wascollected through specific questionnaires
for people and shop-owners &distributors.
SAMPLING TECHNIQUE
For my survey I used Cluster Sampling technique. I selected a sample of 100 people around the area and
interviewed them according to the questionnaire. In thesurvey I tried to find out their preferences &
tastes, their purchasing habit, are they brand loyal or they consider their friends advice or some
reference group


duringpurchasing. I also tried to find out that are they satisfied with the quality or present stature of
product, did they want any change in the existing product.I also interviewed some of the shop owner
and distributors and try to find out whatthe company is doing to sustain their customer and what new
changes they are bringing in their product to gain competitive advantage from other competitors
RESEARCH INSTRUMENT
Research instruments, for the purpose of primary data collection wereQuestionnaires. The
Questionnaires were designed in two sets, one is for customersand another is for shop-owners and
distributors.

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

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

Each question of the questionnaire was assigned codes (coding)
Each questionnaire was punched into ms-excel sheet thus forming a data base(punching)
Further the data was analyzed by using diagrams, graphs, charts etc.
The graphic rating scale and ranking method was used to measure the responseand attitude of the
customer.Finally, an effort was made to extract meaningful information from analyzed data,which acted
as a base for the recommendations




LIMITATIONS OF THE STUDY
In attempt to make this project authentic and reliable, every possible aspect of thetopic was kept in
mind. Nevertheless, despite of fact constraints were at playduring the formulation of this project.The
main limitations are as follows:
Due to limitation of time only few people were selected for the study. So thesample of
consumers was not enough to generalize the findings of the study.
The main source of data for the study was primary data with the help of self-
administered questionnaires. Hence, the chances of unbiasedinformation are less.
People were hesitant to disclose the true facts.
The chance of biased response cant be eliminated though all necessarysteps were
taken to avoid the same

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

We work to create a better future every day

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

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

We will develop new ways of doing business that will allow us to double the sizeof our company
while reducing our environmental impact. We've always believedin the power of our brands to
improve the quality of peoples lives and in doing theright thing. As our business grows, so do
our responsibilities. We recognise thatglobal challenges such as climate change concern us all.
Considering the wider impact of our actions is embedded in our values and is a fundamental
part of whowe are.


Purpose & principles of hul

Our corporate purpose states that to succeed requires "the highest standards of corporate
behaviour towards everyone we work with, the communities we touch,and the environment on
which we have an impact."

Always working with integrity
Conducting our operations with integrity and with respect for the many people,organisations
and environments our business touches has always been at the heartof our corporate
responsibility.

Positive impact
We aim to make a positive impact in many ways: through our brands, our commercial
operations and relationships, through voluntary contributions, andthrough the various other
ways in which we engage with society.

Continuous commitment
We're also committed to continuously improving the way we manage our environmental
impacts and are working towards our longer-term goal of developing a sustainable business.
Setting out our aspirations
Our corporate purpose sets out our aspirations in running our business. It'sunderpinned by our
code of business Principles which describes the operationalstandards that everyone at Unilever
follows, wherever they are in the world. Thecode also supports our approach to governance and
corporate responsibility.
Working with others
We want to work with suppliers who have values similar to our own and work tothe same
standards we do. Our Business partner code, aligned to our own Code of business principles,
comprises ten principles covering business integrity andresponsibilities relating to employees,
consumers and the environment.

MARKETING STRATEGY OF HINDUSTAN UNILEVER LIMITED
1)HULS NEW GROWTH STRATEGY:
After having fought a bitter price battle for market share with its rivals, HindustanUnilever Ltd
(HUL), Indian subsidiary of the Anglo- Dutch consumer goodscompany Unilever Plc, is now
working on a new growth strategy for its laundry business.Price cut or hike is not a long-term
growth strategy. Pricing, in fact, is now passe, insists Sudhanshu Vats, category head, home
care. Our strategy for growth, now is focused on product innovation, new consumer and retail
trends andaggressive marketing and promotions, he said.This comes even as Unilever is
scouting for a potential buyer for its laundry business in the US.HUL says it is quite upbeat about
the segment and says the laundry segment is oneof its key growth areas. We have done key
innovations across the product portfolio and it is working for us, says Vats. We successfully
migrated from RinSupreme to Surf Excel and Wheel Smart Srimatiwhich was rolled out in
2006 is also on the right track.HULs market share in the laundry segment grew to around
37.8% in the quarter ended June from 35.5% in the same period last year, according the market
researchfirm ACNielsen. However, this time, the increase was not at the expense of pricewar
with its multinational rival Procter & Gamble Co. P&G also gained 0.5 percentage points, up to a
7.6% share. Nirma Ltd, the Ahmedabad- basedmanufacturer, however, saw its market share dip
by 1.7% percentage points to13.5%.Wheel, a value brand that, according to Vats contributes
around 50% of HULslaundry segment revenues, increased its market share by 2 percentage
points in thesame period, with a total share of about 18%.According to ACNielsen, the laundry
industry in India was worth Rs7,908 crore in2006 and rose 8.4% over 2005. HUL doesnt report
its laundry revenues separately but puts them under the soaps and detergent category.

In 2006, HULs soaps and detergents segment contributed around Rs5,596 crore tothe
companys total sales of Rs12,103 crore. Laundry has been an attractivesegment in the past
and is likely to keep growing in the near future. The recent price war between companies led to
erosion in their profitability but now, theindustry is stabilizing, says Unmesh Sharma, an analyst
at Macquarie Securitieshere.According to Vats, the laundry business is witnessing a surge in
demand fromcities and HUL is focusing on Tier I and II cities to tap that demand.
2) SUSTAINABILITY STRATEGY
We have a long-standing set of values and principles that guides our behaviour.These values
underpin our approach to sustainability.We have always been a business driven by a strong set
of values. Today thosevalues are as important as ever. We now know that the well-being of
society andthe environment is critical to our ability to grow.Our Sustainability
strategyUnilevers vision is to double the size of its business while reducing the overallimpact
on environment. This new vision recognises that the world is changing, populations are growing
and the rise in incomes is fuelling a growth in the demandfor consumer products. Products like
ours rely on an increasingly constrained set of natural resources, whether it is fuel, water, or
other raw materials.In Hindustan Unilever Limited (HUL), the principle of Corporate
Responsibility(CR) is an integral part of our commitment to all our stakeholders
consumers,customers, employees, the environment and the society that we operate in.Today,
India is battling multiple issues like water scarcity, poverty, and problemsarising out of low
awareness of health, hygiene, and nutrition. If these issues arenot addressed soon, they will
create insurmountable barriers to business growth.We believe that helping society prosper and
ensuring a sustainable future for the planet goes hand in hand with our goal of ensuring growth
that is competitive, profitable, and sustainable for our organisation.Our contributions have to be
substantial and sustainable, which is why we are not just banking on our philanthropic
programmes, but are transforming our core business practices as well. Even the seemingly small
innovations in our brands and business processes can lead to a big difference in society as we
touch the lives of two out of every three Indians.*For example, if one household uses Surf Excel
detergent, it can conserve two buckets of water per wash. A million Indian households using
Surf Excel can saveenough water for meeting the basic hygiene needs of many Indians. Thus,
smallindividual actions multiplied with our large consumer base will make a bigdifference in
combating the issues society faces.


We will further demonstrate that successful business strategies are driven byresponsible
business practices. The key to this approach is developing a CR framework which integrates the
social, economic, and environmental agenda withour business priorities growing markets,
maintaining the competitive edge,enjoying goodwill in the communities we operate in, and
building trust and anexceptional reputation. Hence, in the future, the three cornerstones for
CR integration with business at HUL will be:
Growing markets responsibly:
We will address issues related to hygiene and nutrition through productinnovations and
awareness. Gathering information about the concerns expressed byconsumers, communities,
and stakeholders can help us identify opportunities for innovation at the category, brand, and
marketing plan level. We have a very strongand trusted position in India and we can leverage
this to our competitiveadvantage.
Ensuring sustainable practices in our operations:
To secure a thriving future, we need to establish sustainable sources for rawmaterials. Being a
company that is heavily dependent on water, agriculture, fuelsand petrochemicals, we must
plan now for a future in which water could be scarce,agriculture could be under pressure, and
fuels will be expensive. Our consumersadd up to two-thirds of the Indian population, hence
addressing sustainabilityissues is a high priority.

CR is one of the key components of reputation and trust. A good reputation can bea major
competitive advantage and can build employer brand and consumer loyalty.
3)Engaging with our stakeholders
Listening to others and learning from our stakeholders informs our decision-making, strengthens
our relationships and helps us succeed as a business.Stakeholder engagement for identifying
issues that are material to us:We appointed SustainAbility International to conduct stakeholder
engagement onour behalf. They analysed and assimilated the expectations of
stakeholdersregarding issues that matter to them. These expectations were similar to the
areasidentified by us, where HUL's contribution could create a significant impact.Scoping the
areas for interventionWhile the issues are many, it is necessary to address them in a systematic
manner to make a real difference. Instead of spreading thin across all issues, we havechosen to
work on five areas to ensure a deep impact.These areas have been arrived at using the output
from our stakeholder engagement process and areas which we are poised to address through
our business.Key messages from stakeholders

Target. Allocate resources. Achieve those targets. This is more critical thanjust being visible &

- We feel that some Indian companies can be leaders in their respective sectors.HUL has the
potential to be such a leader.- Invest for your markets don't do social work, it isn't your
ballgame.- Please make money out of it. When you make money out of it, things are going to
change.










4)Governance

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

Recommending sustainability priorities for approval by the MC and monitoring
its progress
Recommending HUL's positions on critical issues for approval by MC
Receiving stakeholder feedback The role of the SGC is formalised, with a clear mandate
and terms of referenceoutlining its mission, purpose, membership, meeting schedule,
and reportingsystems.



23

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

Grow ahead of market by leading market development activites.
y

leverage positive impact of growing Indian economy on consumer spending.
y

Grow a profitable foods and top end business.
y

Grow the bottom-line ahead of top line.
y

Strong commitment to sustainable development.






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

hasso to khulk hasso for closeup,
cream bathing bar for dove soapand daagachehai for surf excel

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

Its a combination of spiffing up its key brand, researching and improving thenewer products
that havent taken off,supported with high ad spends thatHindustan Unilever(Ltd) hopes will
see it emerges stronger after the currentslowdown, as well as expand the market.
Positioning

In the 1970s consumers were ready to pay more for more, and luxury goodsflourished. In the
1980s, consumers began to demand more for same, and thediscounting era grew strong.
Todays consumer demanding more for less, andthe winner will be that super value
marketers. Some of todays most successfulcompanies recognize those customers are more
educated and able to recognize truecustomer valuePositioning is simply concentrating on an
idea or even a word defines thatcompany in the mind of the consumer. It is more efficient to
market one successfulconcept to one large group of people than 50 product or service ideas to
50separate groupPositioning is a must when customer attitude have changed and product
havestrayed away from the consumers long standing perception of them
HindustanUnilever(Ltd) is an anchor in sea of consumer products. As a variety of competitive
claims assails her senses, today customer uses complicated decisionmaking process to assess
the alternative before making a purchase.Since Hindustan Unilever(Ltd) is more clearly
associated with a particular set of attributes in terms of benefits and prices, the quicker
becomes her search process.Positioning of individual product:

Lifebuoy is one of Unilevers oldest brands with more than a hundred-year history,
as www.unilever.com informs. Lifebuoy has become more than just a red bar of soap
today the brand provides hygiene and healthsolutions for families
Fair & Lovely, a hot-selling fairness cream, which promises a lighter skintone for many
of Indias complexion-conscious consumers



HINDUSTAN UNILEVERS MARKET SEGMENTATION
Market place for any product is comprised of many different segments of consumers,
each with different needs and wants. Markets segmentationcan be defined in a number
of ways such as:
Demographic variables (e.g. Consumers are groups, gender, materialstates income etc)
The lifestyle of consumers (i.e. their interests and activities) the benefitswhich
consumers look for in a product or on the occasions when the product might be
consumed.
Hindustan Unilever(Ltd) takes into account all these factors when producing a range of
products. It targets different segments within themarket, such as the:
Break segment products which are normally consume as a snatched break and often
with tea and coffee.
Impulse segment these products are often purchase on impulse, usedthese and then.
They include product such as close up.
Take home segment this describes product that are normally purchased in
supermarkets, taken home consumed at a later stage












AN UNMATCHED BRAND PORTFOLIO



DIVERSIFICATION OF HINDUSTAN UNILEVER LIMITED HOME CARE
PRODUCTS:

Surf Excel was introduced in 1959. It is a pioneer in the Indian detergent
powder market; Surf Excel has constantly upgraded itself over the years, to answer
the constantly changing washing needs of the Indian homemaker. Today Surf
Exceloffers outstanding stain removal ability on a wide range of stains. Surf Excel
quick wash is powered with a path-breaking technology- it reduces water
consumptionand time taken for rinsing by 50%. It is a significant benefit, given the
acute water scarcity in most of India.
VIM BAR

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

Vim is sold in four continents, is the leading hand dishwashing brand in twenty
countries, and is available to more than 2 billion people around the world.

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



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Vim is sold in four continents, is the leading hand dishwashing brand in twentycountries, and is
available to more than 2 billion people around the world.
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Vim began life as a soap (both in England, and in Thailand, where King Rama Vasked Unilever to
supply his household with soap), but is now available as acomplete range of hand dishwashing
including bars, powders and liquids.Cif- The Worlds leading cream cleaner which gives you the
power to deal withthe toughest dirt is now in India.
Key Facts

1. Cif is the number 1 cream cleaner in the World.
2. It is the number one cleaner in various countries including France, Germany,Russia.
3. Its a 500 million Euro Brand.
4. Cif is sold in 51 countries around the globe



Vim is sold in four continents, is the leading hand dishwashing brand in twentycountries, and is
available to more than 2 billion people around the world.

Vim began life as a soap (both in England, and in Thailand, where King Rama Vasked Unilever to
supply his household with soap), but is now available as acomplete range of hand dishwashing
including bars, powders and liquids.Cif- The Worlds leading cream cleaner which gives you the
power to deal withthe toughest dirt is now in India.
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Cif is the number 1 cream cleaner in the World.
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It is the number one cleaner in various countries including France, Germany,Russia.
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Its a 500 million Euro Brand.
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Cif is Sold in 51 countries around the globe
.
Food brands
HUL is one of Indias leading food companies. Our passion for understanding what people want
and need from their food - and what they love about it - makes our brands a popular choice








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

Heart brand products are sold in more than 40 countries worldwide and has anannual turnover
of 5 billion

Also sold as Algida in Italy & Turkey, Langnese in Germany, Kibon in Brazil,Streets in Australia
and Ola in the Netherlands
TAJ MAHAL
Taj Mahal was launched in 1966 by Brooke Bond.
Taj Mahal is the most premium brand of tea in the Indian market.
It was the first brand to launch tea bags and is the only tea brand in India to be sold