TABLE OF CONTENT

CHAPTER – 1 1-15

Introduction

CHAPTER – 2 16-50

Marketing Strategies

CHAPTER – 3 51-54

Research Methodology

CHAPTER – 4 55-68

Data Analysis and Interpretation

CHAPTER – 5 69-74

Findings

Suggestions

Conclusion

BIBLIOGRAPHY 75-76

QUESTIONNAIRE 77-81
Chapter – 1
Introduction

1
 INTRODUCTION
Over 100 years' link with India. 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 HUL in

November 1956; HUL 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

2
forged in 1898. Unilever acquired Lipton in 1972, and in 1977 Lipton Tea

(India) Limited was incorporated.

Pond's (India) Limited had been present in India since 1947. It joined the

Unilever fold through an international acquisition of Chesebrough Pond's USA

in 1986.

Since the very early years, HUL 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 HUL's and the Group's growth curve. Removal of the regulatory

framework allowed the company to explore every single product and opportunity

segment, without any constraints on production capacity.

Simultaneously, deregulation permitted alliances, acquisitions and mergers. In

one of the most visible and talked about events of India's corporate history, the

erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from

April 1, 1993. In 1995, HUL and yet another Tata company, Lakme Limited,

formed a 50:50 joint venture, Lakme Lever Limited, to market Lakme's market-

leading cosmetics and other appropriate products of both the companies.

3
Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its

50% stake in the joint venture to the company.

HUL formed a 50:50 joint venture with the US-based Kimberly Clark

Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers

and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Nepal

Lever Limited (NLL), and its factory represents the largest manufacturing

investment in the Himalayan kingdom. The NLL factory manufactures HUL's

products like Soaps, Detergents and Personal Products both for the domestic

market and exports to India.

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 Icecream

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

4
range of Frozen Desserts. By the end of the year, the company entered into a

strategic alliance with the Kwality Icecream Group families and in 1995 the

Milkfood 100% Icecream marketing and distribution rights too were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The

internal restructuring culminated in the merger of Pond's (India) Limited (PIL)

with HUL in 1998. The two companies had significant overlaps in Personal

Products, Specialty Chemicals and Exports businesses, besides a common

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 economies both in domestic and

export markets and enable it to fund investments required for aggressively

building new categories.

In January 2000, in a historic step, the government decided to award 74 per cent

equity in Modern Foods to HUL, thereby beginning the divestment of

government equity in public sector undertakings (PSU) to private sector partners.

HUL's entry into Bread is a strategic extension of the company's wheat business.

In 2002, HUL acquired the government's remaining stake in Modern Foods.

5
 COMPANY PROFILE

Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan Lever

Limited, is India’s largest consumer products company and was formed in 1933

as Lever Brothers India Limited. It is currently headquartered in Mumbai, India

and its 41,000 employees are headed by Harish Manwani, the non-executive

chairman of the board. HUL is the market leader in Indian products such as tea,

soaps, detergents, as its products have become daily household name in India.

The Anglo-Dutch company Unilever owns a majority stake in Hindustan Unilever

Limited. The company was renamed in late June 2007 to "Hindustan Unilever

Limited" to provide the optimum balance between maintaining the heritage of the

Company and the future benefits and synergies of global alignment with the

corporate name of "Unilever". This decision will be put to the Shareholders for

approval in next "Annual General Meeting". HUL is one among those companies

in the country that derives huge revenues (over 50 per cent) from the rural areas.

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer

Goods Company, touching the lives of two out of three Indians with over 20

distinct categories in Home & Personal Care Products and Foods & Beverages.

They endow the company with a scale of combined volumes of about 4 million

tones and sales of nearlyRs.13718 crores.HUL is also one of the country's largest

exporters; it has been recognized as a Golden Superstar Trading House by the

6
Government of India. The mission that inspires HUL's over15,000 employees,

including over 1,300 managers, is to "add vitality to life." HUL meets every day

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 52.10% of the equity. The rest of the

shareholding is distributed among 360,675 individual shareholders and financial

institutions.HUL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair &

Lovely, Pond's, Sunsilk,Clinic Plus, Pepsodent, Close-up, Lakme, Brooke Bond,

Kissan, Knorr-Annapurna, KwalityWall's are household names across the country

and span many categories soaps, detergents, personal products, tea, coffee,

branded staples, ice cream and culinary products. They are manufactured over 40

factories across India. The operations involve over2,000 suppliers and associates.

HUL's distribution network, comprising about 4,000redistribution stockiest,

covering 6.3 million retail outlets reaching the entire urban population, and

about250 millionruralconsumers.HUL has traditionally been a company, which

incorporates latest technology in all its operations. The Hindustan Unilever

Research Centre (HURC) was set up in 1958, and now has facilities in Mumbai

and Bangalore. HURC 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.HUL believes that an organization’s worth is also

7
in the service it renders to the community.HUL is focusing on health & hygiene

education, women empowerment, and water management. It is also involved in

education and rehabilitation of special or underprivileged children, care for the

destitute and HIV-positive, and rural development. HUL has also responded in

case of national calamities / adversities and contributes through various welfare

measures, most recent being the village built by HUL in earthquake affected

Gujarat, and relief & rehabilitation after the Tsunami caused devastation in South

India.HUL has changed its strategy towards rural markets in order to tackle its

somewhat flat growth in these areas. As against its earlier strategy of each

business division dealing with the rural market on an individual basis, the

multinational has now adopted a single organizational push approach to achieve

greater penetration and sales. HUL derives over 40per cent of its sales from rural

India, which makes this part of the market a critical growth aspect for the

company. The company is now looking at the rural market from an organizational

point of view rather than from the individual businesses point of view. This

approach is expected to lead to better cohesion, greater push and deeper

penetration, which would eventually lead to better sales. Several of HUL major

business categories such as fabric wash, personal wash and beverages already get

over 50 per cent of their sales from rural areas. However, officials say that it is

not enough that individual business divisions push their own strategies for the

8
rural market, adding the company would have to work in unison in order to

achieve a balanced growth.

Hindustan Unilever Limited.

Introduction

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer

Goods Company with a heritage of over 75 years in India and touches the lives of

two out of three Indians.

HUL works to create a better future every day and helps people feel good, look

good and get more out of life with brands and services that are good for them and

good for others.

With over 35 brands spanning 20 distinct categories such as soaps, detergents,

shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged

foods, ice cream, and water purifiers, the Company is a part of the everyday life

of millions of consumers across India. Its portfolio includes leading household

brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely, Pond’s,

Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke

Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pure it.

9
The Company has over 16,000 employees and has an annual turnover of

around Rs.19, 401 crores (financial year 2010 - 2011). HUL is a subsidiary of

Unilever, one of the world’s leading suppliers of fast moving consumer goods

with strong local roots in more than 100 countries across the globe with annual

sales of about €44 billion in 2011. Unilever has about 52% shareholding in HUL.

History

In the summer of 1888, visitors to the Kolkata harbour noticed crates full of

Sunlight soap bars, embossed with the words "Made in England by Lever

Brothers". With it began an era of marketing branded Fast Moving Consumer

Goods (FMCG).

Soon after followed Lifebuoy in 1895 and other famous brands like Pears, Lux

and Vim.Vanaspati was launched in 1918 and the famous Dalda brand came to

the market in 1937.

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati

Manufacturing Company, followed by Lever Brothers India Limited (1933) and

United Traders Limited (1935). These three companies merged to form HUL in

November 1956; HUL offered 10% of its equity to the Indian public, being the

first among the foreign subsidiaries to do so. Unilever now holds 52.10% equity

10
in the company. The rest of the shareholding is distributed among about 360,675

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 in 1986.

Since the very early years, HUL 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 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.

11
Simultaneously, deregulation permitted alliances, acquisitions and mergers.

In one of the most visible and talked about events of India's corporate

history, the erstwhile Tata Oil Mills Company (TOMCO) merged with

HUL, effective from April 1, 1993. In 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

Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies

Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in

Nepal, Unilever Nepal Limited (UNL), and its factory represents the largest

manufacturing investment in the Himalayan kingdom. The UNL factory

manufactures HUL'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

12
Coffee. In 1993, it acquired the Kissan business from the UB Group and the

Dollops Icecream 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 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 KwalityIcecreamGroupfamilies and

in 1995 the Milkfood 100% Ice-cream marketing and distribution rights too

were acquired.

Finally, BBLIL merged with HUL, with effect from January 1, 1996. The

internal restructuring culminated in the merger of Pond's (India) Limited

(PIL) with HUL in 1998. The two companies had significant overlaps in

Personal Products, Specialty Chemicals and Exports businesses, besides a

common 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 economies both in

domestic and export markets and enable it to fund investments required for

aggressively building new categories.

13
In January 2000, in a historic step, the government decided to award 74 per

cent equity in Modern Foods to HUL, thereby beginning the divestment of

government equity in public sector undertakings (PSU) to private sector

partners. HUL's entry into Bread is a strategic extension of the company's

wheat business. In 2002, HUL acquired the government's remaining stake

in Modern Foods.

In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat

business of the Amalgam Group of Companies, a leader in value added

Marine Products exports.

HUL launched a slew of new business initiatives in the early part of

2000’s. 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 that catalyses rural affluence even as it benefits business.

Currently, there are over 45,000 Shakti entrepreneurs covering over

100,000 villages across 15 states and reaching to over 3 million homes.

In 2002, HUL made its foray into Ayurvedic health & beauty centre

category with the Ayush product range and Ayush Therapy Centers.

Hindustan Unilever Network, Direct to home business was launched in

2003 and this was followed by the launch of ‘Pure it’ water purifier in 2004.

14
In 2007, the Company name was formally changed to Hindustan Unilever

Limited after receiving the approval of share holders during the 74th AGM

on 18 May 2007. Brooke Bond and Surf Excel breached the Rs 1,000 crore

sales mark the same year followed by Wheel which crossed the Rs.2,

000crore sales milestone in 2008.

On 17th October 2011, HUL completed 78 years of corporate existence in

India.

15
 Chapter – 2
Marketing Strategies

16
 PRESENT MARKETING STRATEGY

Mission:

Hindustan Unilever Limited 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.

Policy:

HUL has earned a reputation for conducting its business with integrity and with

respect for the interests of those their activities can affect. This reputation is an

asset, just as real as their people and brands.

Their first priority is to be a successful business and that means investing for

growth and balancing short-term and long-term interests. It also means caring

about their consumers, employees and shareholders, their business partners and

the world in which we live.

From HUL Spokesperson “To succeed requires the highest standards of

behavior from all of us. The general principles contained in this Code set out

those standards. More detailed guidance tailored to the needs of different

countries and companies will build on these principles as appropriate, but will

not include any standards less rigorous than those contained in this Code.
17
We want this Code to be more than a collection of high-sounding statements. It

must have practical value in their day-to-day business and each one of us must

follow these principles in the spirit as well as the letter”.ref: business world

magazine.

Obeying the Law

HUL companies and employees are required to comply with the laws and

regulations of the countries in which they operate.

Employees

 HUL is committed to diversity in a working environment where there is

mutual trust and respect and where everyone feels responsible for the

performance and reputation of the company. HUL will recruit, employ and

promote employees on the sole basis of the qualifications and abilities needed

for the work to be performed.

 HUL are committed to safe and healthy working conditions for all employees.

We will not use any form of forced, compulsory or child labour.

 HUL are committed to working with employees to develop and enhance each

individual's skills and capabilities.

18
 HUL respect the dignity of the individual and the right of employees to

freedom of association.

 HUL will maintain good communications with employees through company

based information and consultation procedures.

Consumers

HUL is committed to providing branded products and services which

consistently offer value in terms of price and quality, and which are safe for their

intended use. Products and services will be accurately and properly labelled,

advertised and communicated.

Shareholders

HUL will conduct its operations in accordance with internationally accepted

principles of good corporate governance. They will provide timely, regular and

reliable information on their activities, structure, financial situation and

performance to all shareholders.

Business Partners

HUL is committed to establishing mutually beneficial relations with their

suppliers, customers and business partners.

19
In their business dealings they expect their partners to adhere to business

principles consistent with their own.

Community Involvement

HUL strives to be a trusted corporate citizen and, as an integral part of society,

to fulfill their responsibilities to the societies and communities in which they

operate.

Public Activities

HUL companies are encouraged to promote and defend their legitimate business

interests. HUL will co-operate with governments and other organisations, both

directly and through bodies such as trade associations, in the development of

proposed legislation and other regulations which may affect legitimate business

interests.

HUL neither supports political parties nor contributes to the funds of groups

whose activities are calculated to promote party interests.

The Environment

20
HUL is committed to making continuous improvements in the management of

their environmental impact and to the longer-term goal of developing a

sustainable business.

HUL will work in partnership with others to promote environmental care,

increase understanding of environmental issues and disseminate good practice.

Innovation

In their scientific innovation to meet consumer needs they will respect the

concerns of their consumers and of society. They will work on the basis of sound

science, applying rigorous standards of product safety.

Competition

HUL believes in vigorous yet fair competition and supports the development of

appropriate competition laws. Their companies and employees will conduct their

operations in accordance with the principles of fair competition and all

applicable regulations.

Business Integrity

HUL does not give or receive, whether directly or indirectly, bribes or other

improper advantages for business or financial gain. No employee may offer, give

or receive any gift or payment which is, or may be construed as being, a bribe.

21
Any demand for, or offer of, a bribe must be rejected immediately and reported

to management.

HUL accounting records and supporting documents must accurately describe

and reflect the nature of the underlying transactions. No undisclosed or

unrecorded account, fund or asset will be established or maintained.

Conflicts of Interests

All HUL employees are expected to avoid personal activities and financial

interests which could conflict with their responsibilities to the company.

HUL employees must not seek gain for themselves or others through misuse of

their positions.

Compliance – Monitoring – Reporting

Compliance with these principles is an essential element in their business

success. The Unilever Board is responsible for ensuring these principles are

communicated to, and understood and observed by, all employees.

Day-to-day responsibility is delegated to the senior management of the regions

and operating companies. They are responsible for implementing these

principles, if necessary through more detailed guidance tailored to local needs.

22
Assurance of compliance is given and monitored each year. Compliance with

the Code is subject to review by the Board supported by the Audit Committee of

the Board and the Corporate Risk Committee.

Any breaches of the Code must be reported in accordance with the procedures

specified by the Joint Secretaries. The Board of Unilever will not criticise

management for any loss of business resulting from adherence to these principles

and other mandatory policies and instructions.

The Board of Unilever expects employees to bring to their attention, or to that of

senior management, any breach or suspected breach of these principles.

Provision has been made for employees to be able to report in confidence and no

employee will suffer as a consequence of doing so.

In this Code the expressions 'Unilever' and 'Unilever companies' are used for

convenience and mean the Unilever Group of companies comprising Unilever

N.V., Unilever PLC and their respective subsidiary companies. The Board of

Unilever means the Directors of Unilever N.V. and Unilever PLC’.ref:THE

NEWS

Envoi mental policy

23
Hindustan Unilever Limited (HUL) supplies high quality goods and services to

meet the daily needs of consumers and industry. In doing so, the Company is

committed to exhibit the highest standards of corporate behaviour towards its

consumers, employees, the societies and the world in which we live.

The company recognises its joint responsibility with the Government and the

Public to protect environment and is committed to regulate all its activities so as

to follow best practicable means for minimising adverse environmental impact

arising out of its operations.

The company is committed to making its products environmentally acceptable,

on a scientifically established basis, while fulfilling consumers' requirements for

excellent quality, performance and safety.

The aim of the Policy is to do all that is reasonably practicable to prevent or

minimise, encompassing all available knowledge and information, the risk of an

adverse environmental impact arising from processing of the product, its use or

foreseeable misuse.

This Policy document reflects the continuing commitment of the Board for

sound Environment Management of its operations. The Policy applies to

development of a process, product and services, from research to full-scale

24
operation. It is applicable to all company operations covering its plantations,

manufacturing, sales and distribution, research & innovation centres and offices.

This document defines the aims and scope of the Policy as well as

responsibilities for the achievement of the objectives laid down.

The Vision

Their vision is to continue to be an environmentally responsible organisation

making continuous improvements in the management of the environmental

impact of their operations.

HUL will achieve this through an Integrated Environment Management

approach, which focuses on People, Technology and Facilities, supported by

Management Commitment as the prime driver.

25
 Investment Behind Brands
Innovation & Superior Quality

Family – safe Petalsoft Water & effort saving Quick wash - 50% No mud Rin

Advance from germs

Perfect Radiance “5 in 1” hair Total Care Whiter teeth Fresher breath

health benefits

26
Current Market Context

Actions

• Pricing

–Laundry : Price Reduction

–Shampoos: Value Improvement & Lower Price Points

–Toothpaste: Value Corrections & SKU rationalization

• Investments behind brands

– Innovations

– Quality

– Higher A&P

• Corrective actions in processed

Processed Foods

• Corrective actions

– Phased stock reduction

– Withdrawl of ‘03 innovation

27
 – Defocus of Atta in unviable geographies

• Sales decline of 26% arising from above actions

• Market shares held / improved

BRANDS

28
29
PRODUCTS

Lux Breeze

Lifebuoy Dove

Liril Pears

Hamam Rexona

Surf Excel Fair & Lovely

Rin Pond's

Wheel

Sunsilk Naturals Pepsodent

Clinic Close-up

30
Axe Lakme

Rexona

Ayush

Brooke Bond Bru

Lipton

Kissan Kwality Wall's

Knorr Annapurna

31
India's Largest Branded FMCG Exporter

It was 1962. The reality of India then was very different from what it is today. India's

economy then suffered from foreign exchange shortage. Hindustan Lever voluntarily

decided to take up Exports to support the country's economy.

Today, HUL is India's largest exporter of branded Fast Moving Consumer Goods. It

has been recognized by the Government of India as a Golden Super Star Trading

House.

Over time, HUL has developed appropriate capabilities to be globally competitive in

cost and quality for a viable Exports business.

Focus Areas

HUL's Exports focuses on two broad areas. It is a sourcing base for Unilever brands

in Home & Personal Care (HPC) and Tea for supplies to other Unilever companies. It

also focuses on becoming a preferred supplier to both non-Unilever and Unilever

clients in three categories in which India, as a country, has competitive advantage -

Marine Products, Castor and its Derivatives and Rice. HUL enjoys international

recognition within Unilever and outside for its quality, reliability and speed of

32
customer service.

HUL's Exports geography comprises, at present, countries in Asia, Australia, Africa,

North America and Europe.

HUL's Exports portfolio

HPC:

The categories are soaps, skin care products and oral care products. The brands are

Lux, Lifebuoy, Pears, Fair & Lovely, Dove, Vaseline, Close-Up, Pepsodent, Signal.

HUL is the only source of Pears soap across the world.

Tea:

The categories are branded packet tea, and instant tea for Unilever's ready-to-drink

tea business. The branded teas are Brooke Bond, Brooke Bond Red label, Brooke

Bond Taj Mahal, Lipton, Lipton Yellow Label, Lipton Green Label, Lipton Brisk,

Lipton 3-in-1 premix, Chinese Rickshaw.

Marine Products:

HUL offers a comprehensive portfolio, ranging from Surimi, Crabsticks to Shrimps

and several value-added products. Among its customers is Icelandic, the world's third

33
largest seafood company. In addition, HUL has also become a part of Unilever's

supply chain in seafoods for Europe too. HUL's Marine Products brands are Ocean

Diamond, Ocean Excellence, Shogun, Hima, Gold Seal, Tara and Prima.

Rice:

The categories are Basmati Rice and Basmati Rice-based ready-to-eat rice meals. The

brands are Gold Seal Indus Valley, Rozana and Annapurna.

Castor:

The categories are Castor Oil, Castor-oil based products, like hydrogenated castor oil,

12 - Hydroxy Stearic Acid, Ricinoleic Acid (used in grease and lubricant industry,

paints and surface coatings, cosmetics, emulsifiers), and Speciality Castor Oils (USP

grade, BP grade, DAB 10) etc used in pharmaceutical preparations. HUL's Castor

brand is Topsol.

Today, Exports is a substantial business in HUL, accounting for about 12% of the

company's turnover. HUL believes that its competitive advantages of cost

competitiveness, process competitiveness and economies of scale both at the

company and country level, hold it in good stead. They position the company to

become one of the hubs for sourcing by Unilever companies in HPC and Tea, and

also simultaneously become a preferred partner to global customers in Marine

34
Products, Castor and Rice.

Direct Selling:

Product Range

• Lever home range

• Male grooming

• Oral Care

• Ayurveda

• Personal Wash

• Foods

Reach - 1400 towns (Largest in India)

Consultant base - 330,000

35
36
Accordingly, HUL's aims are to:

 Ensure safety of its products and operations for the environment by using

standards of environmental safety, which are scientifically sustainable and

commonly acceptable.

 Develop, introduce and maintain environmental management systems

across the company to meet the company standards as well as statutory

requirements for environment. Verify compliance with these standards

through regular auditing.

 Assess environmental impact of all its activities and set annual

improvement objectives and targets and review these to ensure that these

are being met at the individual unit and corporate levels.

 Reduce Waste, conserve Energy and explore opportunities for reuse and

recycle.

 Involve all employees in the implementation of this Policy and provide

appropriate training. Provide for dissemination of information to

employees on environmental objectives and performance through suitable

communication networks.
37
 Enctheirage suppliers and co-packers to develop and employ

environmentally superior processes and ingredients and co-operate with

other members of the supply chain to improve overall environmental

performance.

 Work in partnership with external bodies and Government agencies to

promote environmental care, increase understanding of environmental

issues and disseminate good practice.

Responsibilities

Corporate

 The Board and the Management Committee of HUL is committed to

conduct the company operations in an environmentally sound manner. The

Management Committee will:

 Set mandatory standards and establish environmental improvement

objectives and targets for HUL as a whole and for individual units, and

ensure these are included in the annual operating plans.

 Formally review environment performance of the company once every

quarter.

38
  Review environment performance when visiting units and recognise

exemplary performance.

Nominate:

- A senior line manager responsible for environmental performance at the

individual HUL site.

- HUL environmental coordinator.

 The Management Committee, through the nominated environmental

coordinator will:

 Ensure implementation of HUL Policy on environment and compliance

with Unilever and HUL environmental standards and the standards

stipulated under relevant national / local legislation. When believed to be

appropriate, apply more stringent criteria than those required by law.

 Assess environmental impact of HUL operations and establish strategies

for sound environment management and key implementation steps.

 Enctheirage development of inherently safer and cleaner manufacturing

processes to further raise the standards of environment performance.

39
  Establish appropriate management systems for environment management

and ensure regular auditing to verify compliance.

 Establish systems for appropriate training in implementation of

Environment Management Systems at work.

 Ensure that all employees are made aware of individual and collective

responsibilities towards environment.

 Arrange for expert advice on all aspects of environment management.

 Participate, wherever possible, with appropriate industry and Government

bodies advising on environmental legislation and interact with national

and local authorities concerned with protection of environment.

Individual Units

 The overall responsibility for environment management at each unit will

rest with the Unit Head, who will ensure implementation of HUL Policy

on environment at unit level. Concerned line managers / heads of

departments are responsible for environmental performance at department

levels.

40
 In order to fulfill the requirements of the Environment Policy at each site,

the Unit Head will:

 Designate a unit environment coordinator who will be responsible for co-

ordinating environmental activities at unit, collating environmental

statistics and providing / arranging for expert advice.

 Agree with the Management Committee Member responsible for the unit,

specific environmental improvement objectives and targets for the unit

and ensure that these are incorporated in the annual objectives of the

concerned managers and officers and are reviewed periodically.

 Ensure that the unit complies with Unilever and HUL mandatory standards

and the relevant national and state regulations with respect to

environment.

 Ensure formal environmental risk assessment to identify associated

environmental aspects and take appropriate steps to control risks at

acceptable levels.

 Ensure that all new operations are subjected to a systematic and formal

analysis to assess environmental impact. Findings of such exercises should

be implemented prior to commencement of the activity.

41
 Manage change in People, Technology and Facilities through a planned

approach based on training, risk assessment, pre-commissioning audits

and adherence to design codes.

 Regularly review environment performance of the unit against set

objectives and targets and strive for continual improvement.

 Sustain a high degree of environmental awareness through regular

promotional campaigns and employee participation through training,

safety committees, emergency drills etc.

 Ensure dissemination of relevant information on environment within the

unit and to outside bodies, and regularly interact with Government

authorities concerned for protection of environment.

 Maintain appropriate emergency procedures consistent with available

technologies to prevent / control environmental incidents.

 Provide appropriate training to all employees.

 Ensure periodic audits to verify compliance with environment

management systems and personally carry out sample environment audits

to check efficacy of the systems.

42
  Report environmental statistics to HUL Corporate Safety & Environment

Group on a monthly basis.

Research and Innovation Centres

Since most new products and processes are developed in these Units, certain

additional

responsibilities devolve on them to ensure implementation of the Environment

Policy of the company. In addition to the Unit Head's responsibilities outlined

above, the heads of these units will:

 Ensure that a formal and systematic risk assessment exercise is undertaken

during the process/product development stage with specific reference to

environmental impact.

 Transfer technology to the pilot plant and main production through a

properly documented process specification which will clearly define

environmental impact and risks associated with processes, products, raw

material and finished product handling, transport and storage.

43
  Ensure that treatment techniques are developed for any wastes generated

as a result of the new product/process and is incorporated into the process

specifications.

QUALITY POLICY:

Hindustan Unilever Limited considers quality as one of the principal strategic

objectives to guarantee its growth and leadership in the markets in which it

operates.

The company is committed to respond creatively and competitively to the

changing needs and aspirations of their consumers through relentless pursuit of

technological excellence, innovation and quality management across their

businesses, and offer superior quality products and services that are appropriate

to the various price points in the market as well as to their commitment to

building shareholder value.

The company recognises that its employees are the primary stheirce of success

in its operations and is committed to training and providing them the necessary

tools and techniques as well as empowering them to ensure broad base

compliance of this policy in the organisation at all levels.

44
The company is committed to fulfill its legal and statutory obligations and

international standards of product safety and hygiene and will not knowingly sell

product that is harmful to consumers or their belongings. It will institute systems

and measures to monitor compliance in order to meet its responsibilities to

consumers.

The company will maintain an open communication channel with its consumers

and customers and will carefully monitor the feedback to continuously improve

its products and services and set quality standards to fulfill them. The company

is committed to extend its quality standards to its contract manufacturers, key

suppliers and service providers and by entering into alliances with them, to

jointly improve the quality of its products and services. This policy is applicable

to production from its own facilities as well as to production that is outsourced.

The company will periodically review this quality policy for its effectiveness

and consistency with business objectives.

The company delegates authority and responsibility for dissemination and

implementation of this policy to each Business and Unit Head.

45
Other marketing strategies:

For decades now, Hindustan Lever has also taken initiatives to circumvent the

limitation in communication channels, by innovatively leveraging non-

conventional media. Among them are wall paintings, cinema vans, weekly

markets (haat), fairs and festivals. Given the rural consumer's fascination for

cinema, the cinema vans show popular movies, interspersed with products

advertisements. Weekly markets, fairs and festivals are parts and parcel of rural

life. They give an opportunity to address consumers, spread over many tiny

hamlets, at one location. The occasions are used to demonstrate product benefits

and also sell such products. Such demonstrations have played a significant role

in creating, for example, the detergents market in rural India. In recent times,

such demonstrations are being deployed to illustrate how visible clean is not

hygienic clean, and how using soap is essential to prevent easily avoidable

infections.

Communication through fairs and festivals are backed by direct consumer

contact. For example, in 1998-99, Hindustan Lever implemented a major direct

consumer contact, called Project Bharat, which covered 2.2 crore homes. Each

home was given a box, at a special price of Rs.15, comprising a low unit price

pack of shampoo, talcum powder, toothpaste and skin cream, along with

46
educational leaflets and audio-visual demonstrations. The project has helped

eliminate barriers to trial, and has strengthened salience of both particular

categories and brands. Similarly in 2002, Hindustan Lever has launched a similar

large-scale direct contact, called Lifebuoy Swasthya Chetana, which already

covers 70 million people in 18,000 villages of 8 states. The project is intended at

generating awareness about good health and hygiene practices, and specifically

how a simple habit of washing hands is essential to maintaining good health. The

initiative will involve interaction with students and senior citizens, who act as

change agents.

Availability of HUL’s Product:

Generating awareness pays dividends only when steps are taken to ensure

constant availability of products. In rural India particularly, availability

determines volumes and market share, because the consumer usually purchases

what is available at the outlet, influenced very largely by the retailer.

Therefore, over the decades, Hindustan Lever has progressively strengthened its

distribution reach in rural India, which today has about 33 lakh outlets. Direct

rural distribution in Hindustan Lever began with the coverage of villages

adjacent to small towns. The company's stockists in these towns were made to

use their infrastructure to distribute products to outlets in these villages. But this

47
distribution mode could only be extended to villages connected with motorable

roads, and it could cover about 25% of the rural population by 1995.

Therefore in 1998, Hindustan Lever launched Project Streamline to further

extend its distribution reach. Under this initiative, the company identifies sub-

stockists in a large village, connected by motorable road to a small town. This

sub-stockist in turn distributes the company's products to outlets in adjacent

smaller villages using transportation suitable to interconnecting roads, like

cycles, scooters or the age-old bullock cart. Hindustan Lever is thus trying to

circumvent the barrier of motorable roads. As a result, the distribution network,

as of now, directly covers about 50,000 villages, reaching about 250 million

consumers. The company simultaneously uses the wholesale channel, suitably

incentivising them to distribute company products.

HUL has in the recent past established a common distribution system in rural

areas for all its products. Given the number of brands and their packs the rural

retailer usually requires, one HUL representative can take all the products from

the company portfolio that he needs. This common distribution system is now

fully operational, under one Regional Sales Manager exclusively dedicated to

rural markets of each region of the country.

48
Over time, Hindustan Lever will further strengthen its rural distribution through

mutually beneficial alliances with rural Self Help Groups (SHGs). Over the last

five years, financial institutions, NGOs and government organisations are

working closely to establish SHGs, whose objective is to alleviate poverty

through sustainable income-generating activities. Since 2001, Hindustan Lever is

implementing Project Shakti, whereby SHGs are being offered the option of

distributing relevant products of the company as a sustainable income-generating

activity. The model hinges on a powerful win-win relationship; the SHG engages

in an activity which brings sustainable income, while Hindustan Lever gets an

interface to interact and transact with the rural consumer. HUL's vision for

Project Shakti is to scale it up across the country by 2005, creating about 25000

Shakti entrepreneurs, covering 100,000 villages, and touching the lives of 100

million rural consumers. Begun with 50 groups in Nalgonda district of Andhra

Pradesh, with the support of local authorities, the project has been extended, as

of now, to about 50,000 villages in 12 states. A typical Shakti entrepreneur

conducts business of around Rs.10,000 - Rs 15,000 per month, which gives her

an income of about Rs 700 - Rs.1000 per month on a sustainable basis. As most

of these women are from below the poverty line, and live in extremely small

villages (less than 2000 population), this earning is very significant, and is

49
almost double of their past household income. The full benefit of Project Shakti

will be realised after some years.

50
 Chapter – 3
Research Methodology

51
 RESEARCH DESIGN

Introduction

The purpose of research is to discover answers to questions through

the application of scientific procedures. The main aim of research is

to find out the truth which is hidden and which has not been

discovered as yet. Though each research study has its own specific

purpose but the research objectives can be listed into a number of

broad categories, as following:-

1. To gain familiarity with a phenomenon or to achieve new

insights into it. Studies with this object in view are termed as

exploratory research studies.

2. To portray accurately the characteristics of a particular

individual, situation or a group. Studies with this object in view are

known as descriptive research studies.

3. To determine the frequency with which something occurs or

with which it is associated with something else. Studies with this

object in view are known as diagnostic research studies.

Research methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how

52
research is done scientifically. In it we study the various steps that

are generally adopted by a researcher in studying his research

problem along with the logic behind them. It is necessary for the

researcher to know not only the research methods or techniques but

also the methodology. No work can be completed without Research

Methodology. Research Methodology is an important tool which

provides a technique to conduct the study efficiently and effectively.

Research Methodology is a way to systematically solve the research

problem.

Research Design

Research Design is a plan, structure and strategy of investigation.

Research design used in this project is exploratory research design.

Exploratory research is often the initial step in a series of studies,

research is to explore the potential and opportunities present for the

decision situation.

Sample Size

The sample size of the research has been taken as50

Sources of data collection

The information has been collected both by primary and secondary

data. The primary data is collected through the survey of 50 people.

53
The secondary data has also been used from different sources like

different websites reports, journals, company’s rule book and

website of the organization for increasing the knowledge regarding

the topic of study.

Analysis of data

OPINION POLL SURVEY

Please read each statement carefully and decide. Please do not omit

any item.

Please answer the following questions in the spaces provided.

Please read each statement carefully and decide then indicate your

degree of agreement; disagreement in attached response sheet.

These questions are based on marketing methods and strategies.

54
 Chapter – 4
Data Analysis and
Interpretation

55
 DATA ANALYSIS AND INTERPRETATION

Observation and Analysis

Tabulation and graphical representations have been used for data analysis.

Q1.Which company’s product would you like to prefer from the following
companies?
a) I.T.C
b) H.U.L
c) Godrej
d) Proctor & Gamble
e) Palmolive
Table no1: Preference towards which company’s product.
CRITERIA NO OF PERCENTAGE
RESPONDENTS
ITC 15 30%
HUL 20 40%
Godrej 05 10%
Proctar&Gamble 05 10%
Palmolive 05 10%
Total 50 100%

56
 ITC
HUL
Godrej
Proctar & Gamble
Pamolive

Fig.1:Preference towards which company’s product.

Interpretation: Since 30% customers prefer to have ITC products and
40% prefer towards HUL. Hence majority preference of customers is
towards HUL products

57
 Q2. Are you aware about company named Hindustan Unilever Limited?
a) Yes
b) No

Table no 2: Regarding awareness about the company named Hindustan

Unilever Limited.
CRITERIA NO OF PERCENTAGE
RESPONDENTS
Yes 35 70%
No 15 30%
Total 50 100%

Yes
No

Fig.2:Regarding awareness about the company named Hindustan Unilever

Limited.
Interpretation: Since 70% customers are saying yes for this question so most of
the people are aware of the company named as Hindustan Unilever Limited.

58
 Q3. Rank these companies from 1-5 based upon their prices of their product? (1st
rank being best in pricing policy and 5th rank being the least in pricing policy)
a) I.T.C
b) H.U.L
c) Godrej
d) Proctor & Gamble
e) Palmolive

Table no 3:Regarding ranking of company based upon their prices of

their product.
Company’s VG Good Avg Poor V.P
name
I.T.C 07 12 06 12 13
H.U.L 24 03 07 10 06
Godrej 01 10 26 07 06
Proctor & 09 18 08 12 03
Gamble
Palmolive 09 08 03 09 22
Total 50 50 50 50 50

ITC
HUL
Godrej
Proctar & Gamble
Pamolive

Fig.3:Regarding ranking of company based upon their prices of their product.

Interpretation: Regarding ranking of company based upon their prices of their

product HUL has gained more score then other companies and stood first in the
ranking position.

59
Q4. Rank these companies from 1-5 based upon their Quality of their product?
(1st rank being best in pricing policy and 5th rank being the least in pricing
policy)
a) I.T.C
b) H.U.L
c) Godrej
d) Proctor & Gamble
e) Palmolive

Table no 4: Regarding ranking of company based upon their Quality of

their product.
Company’s VG Good Avg Poor V.P
name
I.T.C 14 11 04 12 09
H.U.L 13 09 15 09 04
Godrej 07 15 19 05 04
Proctor & 09 10 10 18 03
Gamble
Palmolive 07 05 02 07 29
Total 50 50 50 50 50

ITC
HUL
Godrej
Proctar & Gamble
Pamolive

Fig.4:Regarding ranking of company based upon their Quality of their product.

Interpretation: Regarding ranking of company based upon their Quality of their

product I.T.Chas gained more score then other companies and stood first in the
ranking position.

60
Q5. Rank these companies from 1-5 based upon their availability/ accessibility of
their product?
(1st rank being best in pricing policy and 5th rank being the least in pricing
policy)
a) I.T.C
b) H.U.L
c) Godrej
d) Proctor & Gamble
e) Palmolive
Table no 5:Regarding ranking of company based upon their availability/
accessibility of their product.
Company’s VG Good Avg Poor V.P
name
I.T.C 30 07 02 03 07
H.U.L 09 15 14 09 03
Godrej 05 08 08 15 14
Proctor & 05 05 19 11 10
Gamble
Palmolive 01 15 08 19 16
Total 50 50 50 50 50

61
 ITC
HUL
Godrej
Proctar & Gamble
Pamolive

Fig.5: Regarding ranking of company based upon their availability/

accessibility of their product.
Interpretation: Regarding ranking of company based upon their
availability/ accessibility of their product I.T.C has gained more score
then other companies and stood first in the ranking position.

62
Q6. In the following products of HUL you are aware about?
a) Fair & lovely
b) Lifebuoy
c) Surf Excel
d) Sunsilk
e) Pepsodent
f) Close-up
Table no 6: Regarding product awareness of HUL in rural customer.
CRITERIA NO OF PERCENTAGE
RESPONDENTS
Fair & 40 80%
lovely

Lifebuoy 30 60%
Surf Excel 40 80%
Sunsilk 45 90%
Pepsodent 10 20%
Close-up 35 70%
Total 50 100%

Fair & lovely

Lifebuoy
Surf excel
Sunsilk
Pepsodent
Close-up

Fig.6: Regarding product awareness of HUL in rural customer.

Interpretation: Sunsilk has the maximum awareness with 90% of respondents

knowing about the product. This may be due to strategic rural marketing done by
the marketers. Pepsodent runs last in the race in terms of awareness may be the
company needs to focus upon creating higher awareness for it.
63
Q7. Are you aware about the discounts and festive offers which are given by
Hindustan Unilever Limited?
a) Yes
b) No
Table no 7: Regarding awareness about the discounts and festive offers
which are given by Hindustan Unilever Limited.

CRITERIA NO OF PERCENTAGE
RESPONDENTS
Yes 40 80%
No 10 20%
Total 50 100%

Yes
No

Fig.7: Regarding awareness about the discounts and festive offers which are
given by Hindustan Unilever Limited.

Interpretation: Since 80% customers are saying yes for this question so most of
the people are aware about the discounts and festive offers which are given by
Hindustan Unilever Limited.
64
Q8. Are these schemes (Free gifts, discounts, offers) are profitable for you?
a) Yes
b) No
Table no 8: Regarding Profitability of the schemes which are launched
by HUL.
CRITERIA NO OF PERCENTAGE
RESPONDENTS
Yes 35 70%
No 15 30%
Total 50 100%

Yes
No

Fig.8: Regarding Profitability of the schemes which are launched by HUL.

Interpretation: Since 70% customers are saying yes for this question so most of
the people are thinking that they are profitable schemes which are launched by
HUL.

65
Q10. Are you aware about the campaigns, products of HUL such as…?
a) Khusiyonkidoli
b) Fair & lovely economic empowerment of women
c) Lifebuoy SwasthyaChetnaprogramme
d) Fair & Lovely Scholarship
Table no 9: Regarding Awareness of the campaigns which are launched
by HUL.
CRITERIA NO OF PERCENTAGE
REPONDENTS
Khusiyonkidoli 05 10%
Fair & lovely economic 05 10%
empowerment of women
Lifebuoy 35 70%
SwasthyaChetnaprogramme
Fair & Lovely Scholarship 05 10%
Total 50 100%

Khusiyon ki doli

Fair & lovely economic

empowerment of women
Lifebuoy Swasthya Chetna
programme
Fair & Lovely Scholarship

Fig.9: Regarding Awareness of the campaigns which are launched by HUL

Interpretation: Since 70% customers are saying that they are aware about
Lifebuoy SwasthyaChetnaprogrammeand rest of the campaigns are not that much
effective.

66
Q11. What are the factors influencing your buying decision?
a) Quality
b) Easy availability
c) Quantity
d) Low prices
Table no10: Regarding factors influencing buying decision of rural
customers.
CRITERIA NO OF PERCENTAGE
RESPONDENTS
Quality 05 10%
Easy 05 10%
availability
Quantity 10 20%
Low prices 30 60%
Total 50 100%

Quality
Easy availability
Quantity
Low prices

Fig.10: Regarding factors influencingbuying decision of rural customers.

Interpretation: Since 60% customers are saying that their buying decision goes
with the low prices and 20% people are saying that their buying decision is
influenced with the quantity which they avail with the product.

67
Q12. What would they need to focus on to satisfy your requirements even more?
a) Quality
b) Easy availability
c) Quantity
d) Low prices

Table no11: Regarding with the future needs which can satisfy the requirements
of the rural consumers.

CRITERIA NO OF PERCENTAGE
RESPONDENTS
Quality 10 20%
Easy availability 05 10%
Quantity 20 40%
Low prices 15 30%
Total 50 100%

Quality
Easy availability
Quantity
Low prices

Fig.11: Regarding with the future needs which can satisfy the requirements of
the rural consumers.
Interpretation: Since 40% customers are focusing upon the quantity which they
avail while purchasing any product, 30% customer are focusing upon low prices,
20% are focusing upon quality of product and 10% are focusing upon easy
availability of the product.
68
Chapter – 5
Findings
Suggestions
Conclusion

69
 Findings

 Since 30% customers prefer to have ITC products and 40% prefer

towards HUL. Hence majority preference of customers is towards HUL

products.

 Since 70% customers are saying yes for this question so most of the

people are aware of the company named as Hindustan Unilever

Limited.

 Regarding ranking of company based upon their prices of their product

HUL has gained more score then other companies and stood first in the

ranking position.

 Regarding ranking of company based upon their Quality of their

product I.T.Chas gained more score then other companies and stood

first in the ranking position.

 Regarding ranking of company based upon their availability/

accessibility of their product I.T.C has gained more score then other

companies and stood first in the ranking position.

 Sunsilk has the maximum awareness with 90% of respondents knowing

about the product. This may be due to strategic rural marketing done by

70
 the marketers. Pepsodent runs last in the race in terms of awareness may

be the company needs to focus upon creating higher awareness for it.

 Since 80% customers are saying yes for this question so most of the

people are aware about the discounts and festive offers which are given

by Hindustan Unilever Limited.

 Since 70% customers are saying yes for this question so most of the

people are thinking that they are profitable schemes which are launched

by HUL.

 Since 70% customers are saying that they are aware about Lifebuoy

Swasthya Chetna programme and rest of the campaigns are not that

much effective.

 Since 60% customers are saying that their buying decision goes with the

low prices and 20% people are saying that their buying decision is

influenced with the quantity which they avail with the product.

 Since 40% customers are focusing upon the quantity which they avail

while purchasing any product, 30% customer are focusing upon low

prices, 20% are focusing upon quality of product and 10% are focusing

upon easy availability of the product.

71
 Suggestions

Key attribute components:

 Value for money and Customer Care

 Operational attributes.

 Physical attributes.

 Brand Image.

 Customer Specific Details.

In any correspondence with the customers the message should be sent in these

components only to have the maximum benefit from the advertisement. Also

these components should be dealt with independently. The advertisements

should speak only of the believable concepts rather than glorifying the

pretentious ones. The basic need of the customer need to be addressed which is

actually not much expensive and better quality.

HUL sales growth in march 2018 was decreased due to the problem with

promotion and pricing. Although being the most competitive product on the

basis of the Market Operating Price (MOP), the shampoos are still not selling

much. This is perhaps due to the bargaining stress on the customer and the weak

72
push given by the dealer to the particular item, when actually it should be sold

like a high volume product.

Another serious suggestion is that HUL must give good attention to their all the

products rice and all are not getting much attention. The dealers don’t provide

much support to the customers in making them understand the real Quality

behind them. Either, the technical details should be presented in a clearer manner

or the dealers need to be educated properly.

73
 Conclusion

This company project has demonstrated “HINDUSTAN UNILEVER’S

MARKETING STRATEGIES AND POLICIES” that has proved to be extensive

through, and of great benefit to the company in furthering its competitive

advantage.

In this project it possible to see the success of Hindustan Unilever’s in it’s

indorse its strong potential to continue to do well.

74
Bibliography

75
 BIBLIOGRAPHY
Book

 Kotler P., (2017), Marketing Management, Millennium Edition, Prentice Hall

of India, New Delhi.
 Philip kotler, marketing management
Magazines

 A&M
 Business Barons
 Business Today
 Business World
Newspapers

 The Economic Times.

 The Indian Express.
 The Business Standard.
 The Hindustan Times.
Internet website

WEBSITES

 www.hul.co.in
 www.fmcg.com
 www.google.com
 www.economictimes.com

76
 Questionnaire

Name of respondent: ____________

Gender_______________

Age of respondent: _____________

Q1. Which company’s product would you like to prefer from the

following companies?

a) I.T.C

b) H.U.L

c) Godrej

d) Proctor & Gamble

e) Palmolive

f) Any other, please specify_________________

Q2. Are you aware about company named Hindustan Unilever

Limited?

a) Yes

b) No
77
Q3. Rank these companies from 1-5 based upon their prices of their

product?

a) I.T.C

b) H.U.L

c) Godrej

d) Proctor & Gamble

e) Palmolive

Q4. Rank these companies from 1-5 based upon their Quality of their

product?

a) I.T.C

b) H.U.L

c) Godrej

d) Proctor & Gamble

e) Palmolive

78
 Q5. Rank these companies from 1-5 based upon their

availability/accessibility of their product?

a) I.T.C

b) H.U.L

c) Godrej

d) Proctor & Gamble

e) Palmolive

Q6. In the following products of HUL you are aware about?

a) Fair & lovely

b) Lifebuoy

c) Surf Excel

d) Sunsilk

e) Pepsodent

f) Close-up

g) Any other, Please specify____________

79
Q7. Are you aware about the discounts and festive offers which are

given by Hindustan Unilever Limited?

a) Yes

b) No

Q8. Are these schemes (Free gifts, discounts, offers) are profitable for

you?

a) Yes

b) No

Q9. Rank these companies from 1-5 based upon their Schemes,

discounts which are profitable for you?

a) I.T.C

b) H.U.L

c) Godrej

d) Proctor & Gamble

e) Palmolive

80
Q10. Are you aware about the campaigns, products of HUL such

as…?

a) Khusiyonkidoli
b) Fair & lovely economic empowerment of women
c) Lifebuoy SwasthyaChetnaprogramme
d) Fair & Lovely Scholarship
e) Any other, Please specify___________________

Q11. What are the factors influencing your decision?

a) Quality

b) Easy availability

c) Quantity

d) Low prices

Q12. What would they need to focus on to satisfy your requirements

even more?

a) Quality

b) Easy availability

c) Quantity

d) Low prices

81