Beruflich Dokumente
Kultur Dokumente
PATIL DEPARTMENT
OF BUSINESS MANAGEMENT
ASSIGNMENT NO : II
SUBMITTED TO
DR. R GOPAL
SUBMITTED BY :
SUBMISSION DATE
15/10/09
of revenue.
C ompe ti t i ve La ndsc a pe
than $1 million.
The industry is about evenly split between the consumer and
surfactants derived from natural fats and oils. Soap reacts with
Royal Dutch Shell) and Dow. P&G has a separate business unit
the high level of automation, the average plant has fewer than
20 employees.
which for many was their major business. The firms made soap
million.
and by the late 1920s three firms had come to dominate the
Gamble.
finishes. They work better in hard water, and they eliminate the
soap, but the most important part of their business was heavy-
fiercely.
market.
H.U.L.
1933
Founded
Vision “To earn the love and respect of India, by making real
difference to every Indian.”
Mission “Our 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.”
Logo
Chairman HarishManwani
Website www.hul.co.in
Personal Wash:
• Lux
• Lifebouy
• liril
• rexona
LAUNDRY:
• Surf Excel
• Rin
• Wheel
Skin Care:
• Fair & lovely
• Ponds
• Vasceline
Oral Care:
• Pepsodent
• Close up
Hair Care:
• Sunsilk Naturals
• clinic
P&G
P&G Home Products Limited is one of India's fastest growing
Fast Moving Consumer Goods Companies that has in its
portfolio P&G's global brands such as Ariel and Tide in the
Fabric Care segment, and in the Hair Care segment: Head &
Shoulders - world's largest selling anti-dandruff shampoo;
Pantene - world's No. 1 beauty shampoo; and Rejoice - Asia's
No.1shampoo.
HISTORY OF P&G
During this period, Procter & Gamble Home Products also re-
launched the international range of Head & Shoulders, best-
ever Anti-dandruff shampoo with an improved formula, new
pack-design and logo, in three variants - Clean & Balanced,
Smooth & Silky and Refreshing Menthol, which offers the fine
combination of anti-dandruff efficacy and hair conditioning.
During the same period, Pantene also hosted Hair Asia Pacific
2002 the biggest Hair Cutting & Styling event in Kuala
Lumpur, Malaysia. Pantene Hair Asia Pacific is a prestigious
international hair cutting & styling contest attracting expert
hairdressers and beauty care advisors from more than 13 Asia
Pacific countries.
V/S
Strengths:-
Over the years P&G has emerged as a marketing
powerhouse ranking 61 among the Fortune 500 companies
in 1999.
Weakness:-
Commenting on P&G’s conservative marketing practices,
Fortune has remarked: "P&G has a cupboard full of aging
brands that do mostly mundane tasks like wash, mop, sop,
and glop."
Opportunities:-
With the opening up of markets and the rising standards
of living, emerging markets hold huge potential that P&G
can tap.
Threats:-
The conservative culture of P&G has become an obstacle
to its growth. If P&G is not receptive to the changing
external world, then it may lose market share.
“H.U.L.”
HUL products are a household name in India. Its brands across
categories touch lives of over 700 million Indian consumers
every day. That means roughly two-third of Indian population
uses HUL products. The two biggest strengths of HUL are: its
leading brands and extensive distribution network.
a) Brands:
HUL has around 35 major brands most which are leaders in
their individual categories. In the year 2008 AC Nielsen-Brand
Equity list of 100 Most Trusted Brands Annual Survey featured
16 HUL brands. HUL consistently has highest number of brands
in top 50 or top 10 Indian brand’s list.
b) Distribution Channel:
HUL products are manufactured in over 40 factories across
India. Over 2000 suppliers and associates are involved in its
operations. The giant HUL distribution network comprises of
around 4000 redistribution stockists and 6.3 million retailer
outlets. The wide-spread distribution network reaches almost
entire urban India and around 250 million rural consumers.
With the introduction of ‘Hindustan Unilever Network’ in
2003 - HUL is trying its hand at ‘Network Marketing’.
Lately, HUL’s Shakti program (website: www.hllshakti.com)
which supports rural women to become entrepreneurs and
sell HUL products in villages increases the reach of HUL
and provides it a unique capability to tap the still
unexplored bottom-of-the-pyramid opportunities. Of late,
HUL is trying to reduce the inventory requirements by
unbundling the distributors. As per the pilot project in
Mumbai, number of distributors has decreased drastically
from 22 in 2007 to only 5 in 2008.
”Objectives”
Ba ttl i n g th e p ri c e
Since both the companies are targeting the same segment
therefore there is not much difference in the rates of the two
products do not have much difference. Both the companies have
similar pricing strategies. The price of 1kg of Surf Excel is
Rs.109 while that of Ariel for same amount is Rs.107. there is
not much difference in the prices of other pack sizes as well.
The similar prices are because both the companies are targeting
the same segment. Below is given the MRP’S of different pack
size of both Surf Excel & Ariel.