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Distributor push and customer pull @ hul project report mba marketing

Distributor push and customer pull @ hul project report mba marketing

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    Distributor push and customer pull @ hul project report mba marketing Distributor push and customer pull @ hul project report mba marketing Document Transcript

    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQuestionnaire (for retailer) Name of the outlet : __________________________________________________ Proprietor : __________________________________________________ Address : __________________________________________________ Telephone : __________________________________________________1. How long are you dealing with HUL products? a) 1 to 2 year b) 2 to 4 year c) 4 to 6 year d) More than 6 year2. Which Category of HUL’s products you sell in your outlet? a) Personal care b) Household care c) Beverages d) All above 3 e) Other (please specify) ……………………………….3. Which brands of FMC products you kept in your outlet other than HUL? a) P&G b) ITC c) WIPRO d) Specify if any other………………………………4. Rate the following FMCG brands w. r. t their push activities. (1-V-High,2-High,3-Moderate, 4-Low, 5-V-Low) a) P&G b) ITC c) HUL d) WIPRO5. What are the facilities, which the competitors provide which HUL does not?………………………………………………………………………………………………………………………………………………………………………….BABASAB PATIL Page 1
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL6. Indicate your view of HUL’s Push activities with respect to competitors. FACTOR Very good Good Neutral Bad Worst a) Sales margin b) Lucky Draws c) Stock supply d) Gift offers e) Slab wise targets f) Offers g)Schemes h)Trade Discounts7. Rate the following factors which influence you in selling the products? (1- Most important and 9- least) a) Sales margin b) Special Incentives c) Stock supply d) Gift offers e) Lucky Draws f) Slab wise targets g) Trade discounts h)Schemes i)Offers8. Does HUL provide you any special incentives for the shelf space that you providefor their products? Yes NoSpecify ifany________________________________________________________________________________________________________________________________________________9Are you satisfied with the push activities offered by the HUL?BABASAB PATIL Page 2
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied10. What kind of Push activities do you expect from the company to increase yoursales?____________________________________________________________________________________________________________________________________________________________SIGNATURE WITH SEAL Thank you TABLE OF CONTENTSSl No Contents Page No 1 Executive Summary 2 2 Retailing And Rural Market 4 3 Push And Pull 10 4 Introduction Of The Company 14 5 Hul Distribution Network 30 6 Article 39 7 Research Design 41 8 Data Analyses And Interpretations 46 9 Hypotheses 71 10 Finding 74 11 Suggestions 78 12 Conclusion 80BABASAB PATIL 13 Bibliography Page 3 81 14 Annexure 83
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALBABASAB PATIL Page 4
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALEXECUTIVE SUMMARYHindustan Unilever Limited is Indias largest Fast Moving Consumer Goods Company,touching the lives of two out of three Indians. HUL’s mission is to “add vitality to life”through its presence in over 20 distinct categories in Home & Personal Care Products andFoods & Beverages. The company meets everyday needs for nutrition, hygiene, andpersonal care, with brands that help people feel good, look good and get more out of life. The Major Concurrent Project assigned me was A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL in Belgaum Rural. This project taken up by me as a part of academic assignment to find out the attributes that affect the Satisfaction and expectation of the Wholesalers, retailers and Consumers with respect to the distributors functioning and also it will help distributor to know the attributes that affect the sales.PROBLEM STATEMENT: “A STUDY OF DISTRIBUTOR PUSH ANDCUSTOMER PULL IN HUL in Belgaum rural.”MAIN OBJECTIVE OF THE RESEARCH:To assess the Push and Pull activities for HULSUB OBJECTIVES:  To evaluate the present Push and Pull activities of major players in the market  To know the perception of the consumers.  To understand the special Push activities and Pull activities undertaken at HUL company.  To assess the product awareness of consumers and retailers satisfaction and expectations towards HUL.BABASAB PATIL Page 5
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALMETHODOLOGY:  Personal Interaction with TSI, RSP and interviews with retailer.  A research survey (using questionnaire) would be conducted.*TSI- Territory Sales InspectorRSP- Rural Sales PromoterOUTCOME & BENEFITS OF THE STUDY:  This study would bring into light on the expectation of the Wholesalers, retailers and Consumers with respect to the distributors functioning.  It will help distributor to take the necessary steps to improve the promotional activities.  It will help distributor to know the attributes that affect the sales.  It will help company to reduce the distribution cost.  IT will help to know about the factors affecting the awareness of the products.SCOPE OF THE STUDY:My study is restricted to only Belgaum rural wholesalers (Vijeta), retailers and consumers.The whole study and analysis is done to improve the push and pull activities as well as theexpectation of the Wholesalers, retailers and Consumers with respect to the distributorsfunctioning..BABASAB PATIL Page 6
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL RETAILING AND RURAL MARKETBABASAB PATIL Page 7
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALRETAILING AND RURAL MARKETRetailing is very diverse and sometimes the edges start to blur with other type ofbusiness. The word retail comes from the Old French retaille “to cut off”. So awholesaler or manufacturer sells bulk lots while the retailer is willing to sell off smalleror individual pieces. Of course this definition only takes us so far because manywholesalers also sell retail and many retailers also sell wholesale in larger lots.Further, the common usage of retail is based more on whether the business deals directlywith the public. .A local physical location is not even necessary for the definition of retail anymore nowthat retailing and eBay selling can be retail businesses into themselves. The bestdefinition of retail might be any business whose product or service is made for, andtargeted to, the consuming public.Visual merchandising in Retailing: -Selling goods using visual stimuli is an old age practice, but with increasing growth ofretail industry, the art or arguably the science of visual merchandising has come tooccupy a newfound fancy. Marketers especially retailers, consider it as an inspirable partof their overall branding effort. But even as it continues to grow, like all other brandingefforts, the understanding of its impact and effectiveness is still in its infancy.BABASAB PATIL Page 8
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALBABASAB PATIL Page 9
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALWhat makes Rural Markets Attractive?Rural Consumer Insights:  Rural India buys….  Products more often (mostly weekly).  Buys small packs, low unit price more important than economy.  In rural India, brands rarely fight with each other; they just have to be present at the right place.  Many brands are building strong rural base without much advertising support.  Fewer brand choices in rural: number of FMCG brand in rural is half that of urban.  Buy value for money, not cheap productsSome Myths:Rural Market Is a Homogeneous MassReality: It’s a heterogeneous population. Various Tiers are present depending on theincomes like Big Landlords, Traders, small farmers; Marginal farmers: Labors, artisans.State wise variations in rural demographics are present viz. Literacy (Kerala 90%, Bihar44%) and Population below poverty line (Orissa 48%, Punjab 6%)Disposable Income Is LowReality: Number of middle class HH’s (annual income Rs 45,000- 2, 15,000) for ruralsector is 27.4 million as compared to the figure of 29.5 million for urban sector. Ruralincomes CAGR was 10.95% compared to 10.74% in urban between 1970-71 and1993-94.BABASAB PATIL Page 10
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALIndividuals Decide About PurchasesReality: Decision making process is collective. Purchase process- influencer, decider,and buyer, one who pays can all be different. So marketers must address brand messageat several levels. Rural youth brings brand knowledge to Households (HH).Why Different Strategies?Rural markets, as part of any economy, have untapped potential. There are severaldifficulties confronting the effort to fully explore rural markets. The concept of ruralmarkets in India is still in evolving shape, and the sector poses a variety of challenges.Distribution costs and non-availability of retail outlets are major problems faced by themarketers. The success of a brand in the Indian rural market is as unpredictable as rain.Many brands, which should have been successful, have failed miserably. This is because,most firms try to extend marketing plans that they use in urban areas to the rural markets.The unique consumption patterns, tastes, and needs of the rural. Consumers should beanalyzed at the product planning stage so that they match the needs of the rural people.Therefore, marketers need to understand the social dynamics and attitude variationswithin each village though nationally it follows a consistent pattern. The main problemsin rural marketing are:  Understanding the rural consumer  Poor infrastructure  Physical Distribution  Channel Management  Promotion and Marketing CommunicationBABASAB PATIL Page 11
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALDynamics of rural markets differ from other market types, and similarly rural marketingstrategies are also significantly different from the marketing strategies aimed at an urbanor industrial consumer.Strategies to be followed:Marketing Strategy:Marketers need to understand the psyche of the rural consumers and then act accordingly.Rural marketing involves more intensive personal selling efforts compared to urbanmarketing. Firms should refrain from designing goods for the urban markets andsubsequently pushing them in the rural Areas. To effectively tap the rural market a brandmust associate it with the same things the rural folks.It can be done by utilizing the various rural folk media to reach them in their ownlanguage and in large numbers so that the brand can be associated with the myriad rituals,celebrations, festivals, “melas” and other activities where they assemble.Distribution Strategy:One of the ways could be using company delivery vans which can serve two purposes- itcan take the products to the customers in every nook and corner of the market and it alsoenables the firm to establish direct contact with them and thereby facilitate salespromotion. However, only the bigwigs can adopt this channel. The companies withrelatively fewer resources can go in for syndicated distribution where a tie-up betweennon-competitive marketers can be established to facilitate distribution. Annual “melas”organized are quite popular and provide a very good platform for distribution becausepeople visit them to make several purchases. According to the India n Market ResearchBureau, around 8000 such melas are held in rural India every year. Rural markets havethe practice of fixing specific days in a week as Market Days (often called “Haats’) whenexchange of goods and services are carried out. This is another potential low costdistribution channel available to the marketers. Also, every region consisting of severalvillages is generally served by one satellite town (termed as “Mandis” or Agri-markets)where people prefer to go to buy their durable commodities. If marketing managers usethese feeder towns they will easily be able to cover a large section of the rural population.BABASAB PATIL Page 12
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALPromotional Strategy:Firms must be very careful in choosing the vehicle to be used for communication. Only16% of the rural population has access to a vernacular newspaper. So, the audiovisualsmust be planned to convey a right message to the rural folk. The rich, traditional mediaforms like folk dances, puppet shows, etc with which the rural consumers are familiar andcomfortable, can be used for high impact product campaigns.BABASAB PATIL Page 13
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL PUSH & PULLBABASAB PATIL Page 14
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALPUSH STRATEGYA marketing strategy that uses aggressive personal selling and trade advertising toconvince a wholesaler or retailer to carry and sell particular merchandise.PULL STRATEGYA marketing strategy that stimulates consumer demand to obtain product distribution.BABASAB PATIL Page 15
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALPUSH AND PULL SYSTEMSA push supply chain makes production and distribution decisions based on forecasts(Build-to-stockA pull supply chain drives production and distribution by customer orders(Build/Assembly-to-Order)PUSH VERSUS PULL PROMOTIONAL STRATEGIES Pull strategy o Large market segment o Long distribution channels o Mass communication has cost advantagesBABASAB PATIL Page 16
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Push strategy o Industrial products or complex new products o Direct selling allows firms to educate users o Short distribution channels o Used in poorer nations for consumer goods where direct selling only way to reach consumersCHARACTERISTICS OF PUSH AND PULL SYSTEMBABASAB PATIL Page 17
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL COMPANY PROFILEBABASAB PATIL Page 18
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALINTRODUCTION OF THE COMPANYHindustan Unilever Limited (HUL) is Indias largest Fast Moving ConsumerGoods Company, touching the lives of two out of three Indians. HUL’s mission is to “addvitality to life” through its presence in over 20 distinct categories in Home & PersonalCare Products and Foods & Beverages. The company meets everyday needs fornutrition, hygiene, and personal care, with brands that help people feel good, look goodand get more out of life.Hindustan Unilever Limited (HUL) and its constituent companies have been in India since 1931.Over these decades, while HUL has benefited from the developments in the country, ithas contributed equally to these developments.Unilevers mission is to add Vitality to life. We meet everyday needs for nutrition,hysgiene, and personal care with brands that help people feel good, look good and getmore out of life.Their deep roots in local cultures and markets around the world give us their strongrelationship with consumers and are the foundation for their future growth. We will bringtheir wealth of knowledge and international expertise to the service of local consumers - atruly multi-local multinational.Their long-term success requires a total commitment to exceptional standards ofperformance and productivity, to working together effectively, and to a willingness toembrace new ideas and learn continuously.To succeed also requires, we believe, the highest standards of corporate behavior towardseveryone we work with, the communities we touch, and the environment on which wehave an impact.BABASAB PATIL Page 19
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALThis is their road to sustainable, profitable growth, creating long-term value for theirshareholders, their people, and their business partnersIn the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soapbars, embossed with the words "Made in England by Lever Brothers". With it began anera of marketing branded Fast Moving Consumer Goods (FMCG).Soon after followedLifebuoy in 1895 and other famous brands like Pears, Lux and Vim. Vanaspati waslaunched in 1918 and the famous Dalda brand came to the market in 1937.In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati ManufacturingCompany, followed by Lever Brothers India Limited (1933) and United Traders Limited(1935). These three companies merged to form HUL in November 1956; HUL offered10% of its equity to the Indian public, being the first among the foreign subsidiaries to doso. Unilever now holds 51.55% equity in the company. The rest of the shareholding isdistributed among about 380,000 individual shareholders and financial institutions.The erstwhile Brooke Bonds presence in India dates back to 1900. By 1903, thecompany had launched Red Label tea in the country. In 1912, Brooke Bond & Co. IndiaLimited was formed. Brooke Bond joined the Unilever fold in 1984 through aninternational acquisition. The erstwhile Liptons links with India were forged in 1898.Unilever acquired Lipton in 1972 and in 1977 Lipton Tea (India) Limited wasincorporated.Ponds (India) Limited had been present in India since 1947. It joined the Unilever foldthrough an international acquisition of Chesebrough Ponds USA in1986.Since the very early years, HUL has vigorously responded to the stimulus of economicgrowth. The growth process has been accompanied by judicious diversification, always inline with Indian opinions and aspirations.The liberalization of the Indian economy, started in 1991, clearly marked an inflexion inHULs and the Groups growth curve. Removal of the regulatory framework allowed theBABASAB PATIL Page 20
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALcompany to explore every single product and opportunity segment, without anyconstraints on production capacity.Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of themost visible and talked about events of Indias corporate history, the erstwhile Tata OilMills 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 Lakmes market-leading cosmetics and other appropriateproducts of both the companies. Subsequently in 1998, Lakme Limited sold its brands toHUL 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 in1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex SanitaryPads. HUL has also set up a subsidiary in Nepal, Nepal Lever Limited (NLL), and itsfactory represents the largest manufacturing investment in theHimalayan kingdom. The NLL factory manufactures HULs 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 theFoods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari GeneralFoods, with significant interests in Instant Coffee. In 1993, it acquired the Kissanbusiness 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 plantationcompanies of Unilever, were merged with Brooke Bond. Then in July 1993, BrookeBond India and Lipton India merged to form Brooke Bond Lipton India Limited(BBLIL), enabling greater focus and ensuring synergy in the traditional Beveragesbusiness. 1994 witnessed BBLIL launching the Walls range of Frozen Desserts. By theend of the year, the company entered into a strategic alliance with the Kwality Ice-creamBABASAB PATIL Page 21
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALGroup families and in 1995 the Milk food 100% Ice-cream marketing and distributionrights too were acquired.Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internalrestructuring culminated in the merger of Ponds (India) Limited (PIL) with HUL in1998. The two companies had significant overlaps in Personal Products, SpecialtyChemicals and Exports businesses, besides a common distribution system since 1993 forPersonal Products. The two also had a common management pool and a technology base.The amalgamation was done to ensure for the group, benefits from scale of economiesboth domestic and export market.In January 2000, in a historic step, the government decided to award 74 per cent equity inModern Foods to HUL, thereby beginning the divestment of government equity in publicsector undertakings (PSU) to private sector partners. HULs entry into Bread is a strategicextension of the companys wheat business. In 2002, HUL acquired the governmentsremaining stake in Modern Foods.In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat business of theAmalgam Group of Companies, a leader in value added Marine Products exports.Hindustan Lever Limited, 51.6% subsidiary of Unilever Plc, is the largest FMCGCompany in the country, with a turnover of Rs118bn. The company’s business sprawlsfrom personal and household care products to foods, beverages and specialty chemicals.The company has a dominating market share in most categories that it operates in such astoilet soaps, detergents, skincare, hair care, color cosmetics, etc. It is also the leadingplayer in food products such as packaged tea, coffee, ice cream and other culinaryproducts.Brand equities are built over a period of time by technological innovations, consistenthigh quality, aggressive advertisement and marketing. Availability near the consumerBABASAB PATIL Page 22
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALthrough a wide distribution network is another crucial success factor, as products are ofsmall value, frequently purchased, daily use items. HUL is strong on both these frontswith leading brands, which are market leaders in their respective categories, and a 1mnstrong direct retail reach.HUL is the market leader in the detergent and toilet soap industry with market share of60% and 40% respectively. Nirma is a close competitor in detergents and has been slowlygaining ground in toilet soaps too. The other significant competitor in detergents is P&G.In oral care segment, HUL has emerged as a strong No 2 player with 36% market share.In the hair care segment, HUL dominates the shampoo market with a 64.5% share and isthe No 2 player in hair oils. HUL has a 54% market share in skin creams. In the foodsbusiness, Tata Tea in packet tea, Nestle in coffee and culinary products, GCMMF (Amul)in ice creams, and Godrej Pillsbury in staple food are the main competitors.HUL grew at a fast pace in the mid 90’s driven by its aggressive acquisition spree. FromRs38bn turnover (contributed 70% by soaps, detergents and personal products), HUL’sturnover has now grown to Rs118bn, with soaps and personal products contributing 57%to turnover and beverages and food products contributing to 29% of turnover. Growthduring the last few years has largely been driven by the personal products business.However the pace of growth has slackened significantly in the last two years with severalkey segments registering a growth in 2001 soaps business (Rs21bn) de-grew by 1% anddetergent sales (Rs20bn) grew by 7%. Other personal products (household care, oral acre,skin care, hair care, color cosmetics) registered a 14% yo-yo growth to Rs24.6bn.Expansion of the foods business, which has been identified as a major growth area, hasnot been as fast as anticipated. Beverage sales move largely with commodity price trends,which have remained on a downtrend. Branded tea business degree by 10% in F12/01 tors16bn, while the Rs3bn coffee business registered a 7% yo-yo growth. Ice-creambusiness has failed to takeoff registering a 3% growth. The staple food business, onceconsidered a high potential growth area witnessed a decline of 10% yoy to Rs2.4bn.BABASAB PATIL Page 23
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALProfitable growth has been the new mantra of the FMCG major’s Chairman, M S Banga,who took over the reins from Keki Dadiseth 2 years ago. In contrast to Dadiseth’sstrategy of expansion through acquisition, Mr. Banga’s strategy revolves aroundrationalization. A focus on 30 power brands, which are major contributors to profitability,seeking new avenues ofexpanding distribution reach, improving profitability of foods businesses have been thethrust areas. Non-FMCG businesses are either being are hived off or are beingstrengthened by partnerships with players who have the technological expertise in thosebusinesses. The strategy has paid results with profits registering a 24% yo-yo growth in2001, despite a flat top line growth.PRESENT STRUCTUREHindustan Unilever Limited (HUL) is Indias largest Fast Moving Consumer GoodsCompany, touching the lives of two out of three Indians with over 20 distinctcategories in Home & Personal Care Products and Foods & Beverages. They have thecompany with a scale of combined volumes of about 4 million tones and sales ofRs.10, 000 cores.HUL is also one of the countrys largest exporters; it has been recognized as aGolden Superstar Trading House by the government of India.The mission that inspires HULs 36,000 employees, including over 1,350 managers,is to "add vitality to life." HUL meets everyday needs for nutrition, hygiene, andpersonal care with brands that help people feel good, look good and get more out oflife. It is a mission HUL shares with its parent company, Unilever, which holds51.55% of the equity. The rest of the shareholding is distributed among 380,000individual shareholders and financial institutions.HULs brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Ponds,Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna,Kwality Walls – are household names across the country and span many categories -soaps, detergents, personal products, tea, coffee, branded staples, ice cream andculinary products. They are manufactured in close to 80 factories. The operationsinvolve over 2,000 suppliers and associates. HULs distribution network, comprisingabout 7,000 redistribution stockiest, directly covers the entire urban population, andBABASAB PATIL Page 24
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALHUL has traditionally been a company, which incorporates latest technology in all itsoperations. The Hindustan Lever Research Center (HLRC) was set up in 1958, andnow has facilities in Mumbai and Bangalore.HLRC and the Global Technology Centers in India have over 200 highly qualifiedscientists and technologists, many with post-doctoral experience acquired in the USand Europe.HUL believes that an organization’s worth is also in the service it renders to thecommunity. HUL is focusing on health & hygiene education, women empowerment,and water management. It is also involved in education and rehabilitation of specialor underprivileged children, care for the destitute and HIV-positive, and ruraldevelopment. HUL has also responded in case of national calamities / adversities andcontributes through various welfare measures, most recent being the village built byHUL in earthquake affected Gujarat, and relief & rehabilitation after the Tsunamicaused devastation in south India.Over the last three years the company has embarked on an ambitious program,Shakti. Through Shakti, HUL is creating micro-enterprise opportunities for ruralwomen, thereby improving their livelihood and the standard of living in ruralcommunities. Shakti also includes health and hygiene education through the ShaktiVani Program, and creating access to relevant information through the Shakticommunity portal. The program now covers about 50,000 villages in 12 states. HULsvision is to take this program to 100,000 villages impacting the lives of over 100million rural Indians.HUL is also running a rural health program – Lifebuoy Swasthya Chetana. Theprogram endeavors to induce adoption of hygienic practices among rural Indians andaims to bring down the incidence of diarrhea. It has already touched 70 millionpeople in approximately 15000 villages of 8 states. The vision is to make a billionIndians feel safe and secure.If Hindustan Lever straddles the Indian corporate world, it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.MANAGEMENT STRUCTUREBABASAB PATIL Page 25
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALHindustan Unilever Limited is Indias largest Fast Moving Consumer Goods (FMCG)Company. It is present in Home & Personal Care and Foods & Beverages categories.HUL and Group companies have about 36,000 employees, including 1350 managers.The fundamental principle determining the organization structure is to infuse speed andflexibility in decision-making and implementation, with empowered managers across thecompanys nationwide operations. For this, HUL is organized into two self-sufficientdivisions - Home & Personal Care & Foods - supported by certain central functions andresources to leverage economies of scale wherever relevant.  Board  Divisions  Central functions  BusinessesBoardAt the apex is the Board, headed by the Chairman, and comprising 5 whole timeDirectors and 5 independent non-executive Directors. The day to day operations aresupervised by the National Management comprising the Vice Chairman, ManagingDirector (HPC), Managing Director (Foods) And The Finance DirectorDivisionsEach division is self-sufficient with dedicated resources and assets in sales, marketing,commercial, and manufacturing. The two divisions are further reorganized intocategories.Typically, each category and each function - Sales, Commercial, Manufacturing - isheaded by a Vice President. They with their respective Managing Director comprise thatDivisions Management Committee.BABASAB PATIL Page 26
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALFor managing sales operations, HUL divides the country into four regions, with regionalbranches in Delhi, Kolkata, Chennai and Mumbai. Headed by a Regional Manager, theycomprise Regional Sales Managers and Area Sales Managers, assisted by dedicated fieldforces, comprising Sales Officers and Territory Sales In charges. In Marketing, eachcategory has a Marketing Manager who heads a team of Brand Managers dedicated toeach or a group of brands.The commercial team of a Division is responsible for its supply chain management.There are teams dedicated to sourcing, planning and logistics. Each Division has anationwide manufacturing base, with each factory peopled by teams of Production,Engineering, Quality Assurance, Commercial and Personnel Managers.Central functionsHULs Central Functions are Finance, Human Resources, Technology, Research,Information Technology, Legal & Secretarial, and Corporate Affairs. Their services areshared across the company. But, wherever necessary, managerial resources are dedicatedexclusively to a business. For example, each Division now has dedicated HR managers.HUL believes that while it leverages the scale of a large corporate, it must also retain thesoul of a small company. Its organization structure, which has and will continue to evolvewith time, is aimed at achieving this knitting.Businesses Home & Personal Care  Personal Wash  Fabric Wash  Home Care  Oral Care  Skin Care  Hair Care  Deodorants & Talc’s  Color CosmeticsBABASAB PATIL Page 27
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALFoods  Tea  Coffee  Branded Staples  Culinary Products  Ice Creams  Modern Foods rangesNew Ventures  Hindustan Lever Network  Ayush ayurvedic products & services  Saga  Purest water purifiersExports HPC  Beverages  Marine Products  Rice  CastorPRODUCTS OF HUL:BRANDS OF HUL:HOME AND PERSONAL CARE:  Lux  Breeze  Liril  Dove  Lifebuoy  Pears  Hamam  RexonaBABASAB PATIL Page 28
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALLAUNDRY:  Surf Excel  Rin  WheelSKIN CARE:  Fair and Lovely  PondsHAIR AND CARE  Sun silk Natural  ClinicORAL CARE:  Pepsodent  Close-UpDEODRANTS:  Axe  RexonaCOLOUR COSMETIC:  LakmeAYURVEDIC PERSONAL AND HEALTH CARE:  AyushTEA:  Brooke bond  LiptonCOFFEE  BruFOODS  KissanBABASAB PATIL Page 29
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL  Knorr AnnapurnaBABASAB PATIL Page 30
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL LATEST DEVELOPMENT HINDUSTAN LEVER IS NOW HINDUSTAN UNILEVERFMCG major Hindustan Lever has informed that it has received government’s approvalchange its name to “Hindustan Unilever Limited” following which, its new corporateidentity represented by a new logo will come into effect. “The identity symbolizes thebenefits we bring to our consumers and the communities we work in. Our new identitywill help us confidently position ourselves in every aspect of our business,” HindustanUnilever CEO Doung Baillie said.BABASAB PATIL Page 31
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL M/S NAGA TRADERS (RURAL DISTRIBUTOR) BELGAUMNaga traders are the rural distributors for Hindustan Unilever Limited and also they aresupplying the products to the Shakti dealer; they are supplying retailer in rural area like.  Bagewadi  M.K Hubli  Hukkeri  Itagi/pariswad  Kanapur  Nesargi  Piranwadi  Ganeshpur  Sambra  Yamakanamardi etc......Shakti dealer  S C.Hubli (munushikatti)  S A.Kaktikar (Belagundi)  S A.Tigodoli (Shindoli)BABASAB PATIL Page 32
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALThey deal in products of HUL  Lux, Pears, Hamam, Rexona, Liril, Life bouy  Surf excel, Rin, Wheel  Sunsilk, Clinic plus  Pepsodent, Close-up  Fair and lovely, Pond’s  Brooke bond, Lipton Bru etc…..HULs INITIATIVE IN RURAL DEVELOPEMENT:Hindustan Unilever Limited (HUL) and its constituent companies have been in India since 1931.Over these decades, while HUL has benefited from the developments in the country, ithas contributed equally to these developments.HUL has consciously woven Indias imperatives with the companys strategies andoperations. The company’s main contributions include developing and using relevanttechnologies, stimulating industrialization, boosting exports, adding value to agricultureand generating productive employment and income opportunities.HUL has been proactively engaged in rural development since 1976 with the initiation of theIntegrated Rural Development Program in the Etah district of Uttar Pradesh, intandem with the company’s dairy operations. This Program now covers 500 villages in the district.Subsequently, the factories that HUL continued establishing in less-developed regions of the countryhave been engaged in similar program in adjacent villages.These factory-centered activities mainly focus on training farmers, animal husbandry, generatingalternative income, health & hygiene and infrastructure development.The company has acquired awealth of experience and learning from these activities.KEY LEARNINGS ON RURAL DEVELOPEMENT:BABASAB PATIL Page 33
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALThe principal issue in rural development is to create income-generating opportunities for therural population. Such initiatives are successful and sustainable when linked with the company’score business and is mutually beneficial to both the population for whom the program is intendedand for the company. Based on these insights, HUL launched Project Shakti in the year2001, in keeping with the purpose of integrating business interests with national interestsBABASAB PATIL Page 34
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL HUL’s DISTRIBUTION NETWORKHUL DISTRIBUTION NETWORKBABASAB PATIL Page 35
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALThe company salesman grouped all these orders and placed an indent with the HeadOffice. Goods were sent to these markets, with the company salesman as the consignee.The salesman then collected and distributed the products to the respective wholesalers,against cash payment, and the money was remitted to the company.The focus of the second phase, which spanned the decades of the 40s, was to providedesired products and quality service to the companys customers. In order to achieve this,one wholesaler in each market was appointed as a "Registered Wholesaler," a stock pointfor the companys products in that market. The company salesman still covered themarket, canvassing for orders from the rest of the trade. He would then distribute stocksfrom the Registered Wholesaler through distribution units maintained by the company.The Registered Wholesaler system, therefore, increased the distribution reach of thecompany to a larger number of customers.The highlight of the third phase was the concept of "Redistribution Stockiest" (RS) whoreplaced the RWs. The RS was required to provide the distribution units to the companysalesman. The RS financed his stocks and provided warehousing facilities to store them.The RS also undertook demand stimulation activities on behalf of the company.The second characteristic of this period we realized that the RS would be able to providecustomer service only if he was serviced well. This knowledge led to the establishment ofthe "Company Depots" system. This system helped in transshipment, bulk breaking, andas a stock point to minimize stock-outs at the RS level.In the recent, a significant change has been the replacement of the Company Depot by asystem of third party Carrying and Forwarding Agents (C&FAs). The C&FAs act asbuffer stock-points to ensure that stock-outs did not take place. The C&FA system hasalso resulted in cost savings in terms of direct transportation and reduced time lag indelivery. The most important benefit has been improved customer service to the RS.BABASAB PATIL Page 36
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALThe role performed by the Redistribution Stockiest has also undergone changes over theyears. Financing stocks, providing manpower, providing service to retailers,implementing promotional activities, extending indirect coverage, reporting sales andstock data, screening for transit damages are some of the functions performed by the RStoday.HUL has grown manifold over the years. In the process, the number of factories and thenumber of SKUs too have increased. In order to rationalize the logistics and planningtask, an innovative step has been the formation of the Mother Depot and Just in TimeSystem (MD-JIT). Certain C&FAs were selected across the country to act as motherdepots. Each of them has a minimum number of JIT depots attached for stockrequirements. All brands and packs required for the set of markets which the MD andJITs service in a given area are sent to the mother depot by all manufacturing units. TheJITs draw their requirements from the MD on a weekly or bi-weekly basis.At present, HULs products, manufactured across the country, are distributed through anetwork of about 7,000 redistribution stockiest covering about one million retail outlets.The distribution network directly covers the entire urban population.In addition to the ongoing commitment to the traditional grocery trade, HUL is building aspecial relationship with the small but fast emerging modern trade. Our scale enables usto provide superior customer service including daily servicing, improving their rangeavailability whilst reducing inventories. We are using the opportunity of interfacing moredirectly with our consumers in this retail environment through specially designedcommunication and promotions. This is building traffic into the stores while yieldinghigh growth for our business.An IT-powered system has been implemented to supply stocks to redistribution stockieston a continuous replenishment basis. The objective is to catalyze HUL’s growth byensuring that the right product is available at the right place in right quantities, in themost cost-effective manner. For this, stockiest have been connected with the companythrough an Internet-based network, called RS Net, for online interaction on orders,dispatches, information sharing and monitoring.BABASAB PATIL Page 37
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALRS Net covers about 80% of the companys turnover. Today, the sales system gets toknow every day what HUL stockiest have sold to almost a million outlets across thecountry. RS Net is part of Project Leap,HULs end-to-end supply chain, which also includes a back-end system connectingsuppliers, all company sites and stretching right up to stockiest.RS Net has come as a force multiplier for HUL Way, the companys action-plan tomaximize the number of outlets reached and to achieve leadership in every outlet, byunshackling the field force to solely focus on secondary sales from the stockiest toretailers and market activation. HUL Way has also led to implementing best practices incustomer management and common norms and processes across the company. Poweredby the IT tools it has further improved customer service, while ensuring superioravailability and impact visibility at retail points.THE CHALLENGE OF THE RURAL MARKETS70% of Indias population resides in villages. Penetrating the rural markets is, therefore,one of the key challenges for any marketer. While rural markets present a greatopportunity to companies, they also impose major challenges. At HUL, they have been atthe forefront of experimenting with innovative methods to reach the rural consumer.Indirect coverageUnder the Indirect Coverage (IDC) method, company vans were replaced by vansbelonging to Redistribution Stockiest, which serviced a select group of neighboringmarkets.Operation HarvestThe reach of conventional media and, therefore, awareness of different products in ruralmarkets is weak. It was also not always feasible for the Redistribution Stockiest to coverall these markets due to high costs involved. Yet, these markets are important sincegrowth opportunities are high.BABASAB PATIL Page 38
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALOperation Harvest endeavored to supplement the role of conventional media in ruralIndia and, in the process, forge relationships and loyalty with rural consumers. OperationHarvest also involved conducting of Product Awareness Programs on Vans. Cinema vanoperations these are typically funded by the Redistribution Stockiest. Cinema VanOperations have films and audio cassettes with song and dance sequences from popularfilms, also comprising advertisements of HUL products Single Distribution Channel.For rural India, HUL has established a single distribution channel by consolidatingcategories. In a significant move, with long-term benefits, HUL has mounted aninitiative, Project Streamline, to further increase its rural reach with the help of rural sub-stockiest. It has already appointed 6000 such sub-stockiest. As a result, the distributionnetwork directly covers about 50,000 villages, reaching about 250 Million consumers.Distribution will acquire a further edge with Project Shakti, HULs partnership with SelfHelp Groups of rural women. The project, started in 2001, already covers over 5000villages in 52 districts of Andhra Pradesh, Karnataka Madhya Pradesh and Gujarat, and isbeing progressively extended. The vision is to reach over 100,000 villages,They’re by touching about 100 million consumers. The SHGs have chosen to adoptdistribution of HULs products as a business venture, armed with training from HUL andsupport from government agencies concerned and NGOs. A typical Shakti entrepreneurconducts business of around Rs.15000 per month, which gives her an income in excess ofRs.1000 per month on a sustainable basis. As most of these women are from below thepoverty line, and live in extremely small villages (less than 2000 population), this earningis very significant, and is almost double of their past household incomeFor HUL, the project is bringing new villages under direct distribution coverage. Plansare being drawn up to cover more states, and provide products/services in agriculture,health, insurance and education. This will both catalyze holistic rural development andalso help theBABASAB PATIL Page 39
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALSHGs generate even more income. This model creates a symbiotic partnership betweenHUL and its consumers, some of whom will also draw on the company for theirlivelihood, and helps build a self-sustaining virtuous cycle of growth.CHANNEL STRUCTURE(Source: www.hll.com/channel structure)BABASAB PATIL Page 40
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL CARRY AND RE-DISTRIBUTOR STOCKIEST RE-DISTRIBUTOR STOCKIESTSupermarkets- Self- service stores where there is a room for shoppers to browse andinteract with the products.Family grocer- Over the counter store mainly for monthly household shoppingKiosk- A tiny over the counter store, easily accessible for emergency purchases. Itstocks solely low unit packs.Wholesale- Sells stock to small retailer and end userBABASAB PATIL Page 41
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALDISTRIBUTION CHANNELOLD DISTRIBUTION CHANNEL OF HUL: Manufacturer (Chennai) C & F (Hubli) RD Wholesalers Retailers End customerNotation:  C & F: Carriage Forward  RD: Rural DistributorBABASAB PATIL Page 42
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALNEW DISTRIBUTION CHANNEL OF HUL:Notation:3) C & F: Carriage Forward 4) RD: Rural Distributor5) Lab RS: Lab Regional Stockiest 6) SS: Star Seller 7) SE: Shakti EntrepreneurBABASAB PATIL Page 43
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL ARTICLEHLL ANNOUNCES NEW CORPORATE IDENTITYCompany name is now Hindustan Unilever LimitedMumbai, June 25, 2007: Hindustan Lever Limited today announced that it has obtainedapproval from the Government for the change of the company name to HindustanUnilever Limited.BABASAB PATIL Page 44
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALWith this the company’s new corporate identity represented by a new logo and the newname Hindustan Unilever Limited comes into effect. The shareholders of the companyhad earlier approved the proposal for change of name at the Company’s 74 th AnnualGeneral Meeting on May 18, 2007.The Company believes that the new name provides the optimum balance betweenmaintaining the heritage of the Company and the synergies of global alignment with thecorporate name of Unilever. Most importantly the name retains “Hindustan” as the firstword in its name to reflect the Company’s continued commitment to local economy,consumers, partners and employees. The new logo is symbolic of the company’s missionof ‘Adding Vitality to life’. It comprises of 25 different icons representing theorganization, its brands and the idea of Vitality.Mr Doug Baillie, CEO, Hindustan Lever Limited, said, “The identity symbolizes thebenefits we bring to our consumers and the communities we work in. Our mission is fullof promise for the future, opening up exciting opportunities where we have competitiveadvantage for developing our business and our new identity will help us confidentlyposition ourselves in every aspect of our business.”“The new name and the new logo will leverage the positioning, scale and synergy thatcomes with being part of Unilever globally. It positions our organization on a global scaleand through the combination of retaining ‘Hindustan’ in the name brings the very best oflocal and global to the forefront. For us this is really an opportunity, collectively as anorganization, to renew and strengthen our commitment to continue our endeavour to earnthe love and respect of India, by making a real difference to every Indian,” Mr Baillieadded.BABASAB PATIL Page 45
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL RESEARCH METHODOLOGYBABASAB PATIL Page 46
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALTITLE OF THE PROJECT“A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL inBelgaum rural.”MAIN OBJECTIVES:To assess the Push and Pull activities for HUL.SUB OBJECTIVES:  To evaluate the present Push and Pull activities of major players in the market  To know the perception of the consumers.  To understand the special Push activities and Pull activities undertaken at HUL company.  To assess the product awareness of consumers and retailers satisfaction and expectations towards HUL.SAMPLE DESIGN:POPULATION:Population for this research is 980 retailers of Belgaum Rural.Sample size is 200.BABASAB PATIL Page 47
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALSAMPLE AREA:Belgaum Rural (CIDC)  Khanapur  Nandgad  Londa  Hukkeri  Yamakanamaradi  Ganeshpur  Peeranwadi  Bagewadi  Sambra  Majagaon  Macchhe  M.K.HubliSAMPLING METHOD:The process of drawing sample units from the population is called sampling method.In order to have the unbiased results in the survey, the appropriate method of samplingi.e. “stratified sampling” adopted. It also includes convenience sampling.BABASAB PATIL Page 48
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALDURATION OF THE PROJECT10 weeksFIELD WORKThis market research involved a field work of 3 weeks where in I have administered pre-tested questionnaire to retailers. I have carried out the survey to 351 respondents byhaving the personal interaction with them.Vijeta outlets = “Whole sellers”Star outlets = “Retailers”ConsumersTOOLS USED FOR ANALYSIS: 1. Sample testing in SPSS software 2. Graphical Representation of Analysis: a) Pie charts b) Bar DiagramsDATA COLLECTION APPROACH:Primary data:Primary data is collected in ONE phase,  Out of Belgaum city (Belgaum rural) Primary data has been used to carry out the research successfully. The secondary data has been collected from various journals and publications. For the purpose of gathering primary data a structure and non-disguised questionnaire was designed to collect data from the retailer. The questionnaire contains both open-ended and close-ended questions.BABASAB PATIL Page 49
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALMethod of Communication:In order to minimize the bias in data collection, the method of personal interview wasadopted.THE SOURCES OF THE DATA ARE AS FOLLOWS:The study relies to a great extent on primary data and to some extent on secondary data:PRIMARY DATA:  Questionnaire  Observation and interview techniqueSECONDARY DATA:  Information is collected through internet  From various text books  Journals and magazinesLIMITATION OF THE STUDY:The study is restricted in the scope owing to the following limitations:  The study is limited to a particular geographical area that is Belgaum rural only.  The information and data collected and analyzed is restricted to the researchers’ knowledge and ability.  The answers that I have got from the retailers cannot be considered as totally perfect because of various personal and other limitations.  Cost and time was also another limiting factor that affected the study.  As retailer expectations and experiences include more of psychological aspects the survey made during a particular time period will give the information about the retailers during that particular time period. In order to be up-to-date in understanding the level of satisfaction periodic surveys are necessary.BABASAB PATIL Page 50
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL DATA ANALYSIS AND INTERPRETATIONBABASAB PATIL Page 51
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALPUSHQ1. How long are you dealing with HUL products? How long are you dealing with HUL products? Cumulative Frequency Percent Valid Percent Percent Valid 1-2 YEARS 11 5.5 5.5 5.5 2-4 YEARS 35 17.5 17.5 23.0 4-6 YEARS 46 23.0 23.0 46.0 MORE THAN 6 YEARS 108 54.0 54.0 100.0 Total 200 100.0 100.0 How long are you dealing with HUL products? 1-2 YEARS 11.00 / 5.5% 2-4 YEARS 35.00 / 17.5% MORE THAN 6 YEARS 108.00 / 54.0% 4-6 YEARS 46.00 / 23.0%  Above graph indicates that 54% of the retailers are dealing with HUL from more than 6 years.BABASAB PATIL Page 52
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL  23% of the retailers are dealing with HUL from 4-6 years, 17.5% and 5.5% are from 2-4 and 1-2 respectively. Q2. Which Category of HUL’s products you sell in your outlet? Which category of HULs products you sell in your outlet? Cumulative Frequency Percent Valid Percent Percent Valid personal care 28 14.0 14.0 14.0 Household care 31 15.5 15.5 29.5 Beverages 5 2.5 2.5 32.0 All 3 125 62.5 62.5 94.5 Other 11 5.5 5.5 100.0 Total 200 100.0 100.0Which category of HULs products you sell in your outlet? Other personal care 5.50 / 5.5% 14.00 / 14.0% Household care 15.50 / 15.5% Beverages 2.50 / 2.5% All 3 62.50 / 62.5% It clearly seen from the above graph that 62.5% of retailers among the total of 200 retailers are sell all categories(Personal Care, Household Care and Beverages) of HUL BABASAB PATIL Page 53
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL products, 15%, 14%,5.5% of retailers sell Only Household Care, Personal Care products and others respectively and 2.5% of retailers are sell only Beverages.BABASAB PATIL Page 54
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ3. Which brands of FMC products you kept in your outlet other than HUL? P&G 160 Wipro 178 ITC 7 Others 110  Above graph indicates that 160 of the retailers out of 200 kept P&G, 178 for wipro, 7for ITC and 110 for Others.BABASAB PATIL Page 55
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ4. Rate the following FMCG brands w. r. t their push activities. (1-V.High, 2-High,3-Moderate, 4-Low and 5-V.Low) Very High Moderate Low Very Total High Low HUL 8 18 19 6 2 53 P&G 6 10 21 11 2 50 Wipro 18 12 10 3 2 45 ITC 1 3 2 1 7 Others 9 15 16 4 1 45 Total 42 58 68 25 7 200  Wipro has a very high Push activities compare to HUL and Others, HUL has high Push activities compare to Others, P&G have Moderate Push activities. P&G is comparatively Low.BABASAB PATIL Page 56
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ6. Indicate your view of HUL’s Push activities with respect to competitors. Sales Margin Cumulative Frequency Percent Valid Percent Percent Valid Good 80 40.0 40.0 40.0 Neutral 80 40.0 40.0 80.0 Bad 40 20.0 20.0 100.0 Total 200 100.0 100.0 Sales Margin Bad 40.00 / 20.0% Good 80.00 / 40.0% Neutral 80.00 / 40.0%  Out of total population of retailers 40% retailer’s opinion is providing Sales Margin is Good, 40% are Neutral and 20% Bad.BABASAB PATIL Page 57
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Lucky Draws Cumulative Frequency Percent Valid Percent Percent Valid Good 30 15.0 15.0 15.0 Neutral 90 45.0 45.0 60.0 Bad 80 40.0 40.0 100.0 Total 200 100.0 100.0 Lucky Draws Bad 80.00 / 40.0% Good 30.00 / 15.0% Neutral 90.00 / 45.0%  Out of total population of retailers 15% retailer’s opinion is providing Lucky Draws is Good, 45% are Neutral and 40% Bad.BABASAB PATIL Page 58
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Stock Supply Cumulative Frequency Percent Valid Percent Percent Valid Good 107 53.5 53.5 53.5 Neutral 49 24.5 24.5 78.0 Bad 44 22.0 22.0 100.0 Total 200 100.0 100.0 Stock Supply Bad 44.00 / 22.0% Good 107.00 / 53.5% Neutral 49.00 / 24.5%  Out of total population of retailers 53% retailer’s opinion towards Stock Suply is Good, 24.5% are Neutral and 22% are Bad.BABASAB PATIL Page 59
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Gift Offers Cumulative Frequency Percent Valid Percent Percent Valid Good 38 19.0 19.0 19.0 Neutral 72 36.0 36.0 55.0 Bad 90 45.0 45.0 100.0 Total 200 100.0 100.0 Gift Offers Bad 90.00 / 45.0% Good 38.00 / 19.0% Neutral 72.00 / 36.0%  Out of total population of retailers 19% retailer’s opinion is providing Gift Offers is Good, 36% are Neutral and 45% Bad.BABASAB PATIL Page 60
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Slab wise Targets Cumulative Frequency Percent Valid Percent Percent Valid Neutral 13 6.5 6.5 6.5 Bad 120 60.0 60.0 66.5 Worst 67 33.5 33.5 100.0 Total 200 100.0 100.0 Slab wise Targets Worst 67.00 / 33.5% Neutral 13.00 / 6.5% Bad 120.00 / 60.0%  Out of total population of retailers 6.5% retailer’s opinion towards Slab wise Targets is Neutral,60% are Bad and 33.5% Worst  Distributer should target the customers and then he should provide the Slab wise Targets..BABASAB PATIL Page 61
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Offers Cumulative Frequency Percent Valid Percent Percent Valid Good 102 51.0 51.0 51.0 Neutral 78 39.0 39.0 90.0 Bad 20 10.0 10.0 100.0 Total 200 100.0 100.0 Offers Bad 20.00 / 10.0% Good 102.00 / 51.0% Neutral 78.00 / 39.0%  Out of total population of retailers 51% retailer’s opinion is providing Offers is Good, 39% are Neutral and 10% Bad.BABASAB PATIL Page 62
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Schemes Cumulative Frequency Percent Valid Percent Percent Valid Good 77 38.5 38.5 38.5 Neutral 67 33.5 33.5 72.0 Bad 56 28.0 28.0 100.0 Total 200 100.0 100.0 Schemes Bad 56.00 / 28.0% Good 77.00 / 38.5% Neutral 67.00 / 33.5%  Out of total population of retailers 38.5% retailer’s opinion is providing Schemes is Good, 33.5% are Neutral and 28% Bad.BABASAB PATIL Page 63
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Trade Discounts Cumulative Frequency Percent Valid Percent Percent Valid Good 34 17.0 17.0 17.0 Neutral 70 35.0 35.0 52.0 Bad 96 48.0 48.0 100.0 Total 200 100.0 100.0 Trade Discounts Bad 96.00 / 48.0% Good 34.00 / 17.0% Neutral 70.00 / 35.0%  Out of total population of retailers 17% retailer’s opinion is providing Trade Discounts is Good, 35% are Neutral and 48% Bad.BABASAB PATIL Page 64
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ7. Rate the following factors which influence you in selling the products?(1- Most important and 9- least) Rate the Factors Cumulative Frequency Percent Valid Percent Percent Valid Sales Margin 24 12.0 12.0 12.0 Special Incentives 13 6.5 6.5 18.5 Stock Supply 27 13.5 13.5 32.0 Gift offers 15 7.5 7.5 39.5 Lucky Draws 11 5.5 5.5 45.0 Slab wise targets 11 5.5 5.5 50.5 Trade Discounts 23 11.5 11.5 62.0 Schemes 37 18.5 18.5 80.5 Offers 39 19.5 19.5 100.0 Total 200 100.0 100.0 Rate the Factors 30 20 20 19 14 10 12 12 Percent 8 7 6 6 0 S S S G L S T S O u a p ra c to la ift ff c le e h b e c d k c e o s rs k e y w ia m ff M S e D is lI D e u rs a is s e n ra p rg c c ta p w e o in ly rg n s u tiv n e ts ts e Rate the Factors sBABASAB PATIL Page 65
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL  From the above graph it is clearly seen that 20% of the retailers influenced to sell the products by Offers, 19% -Schemes, 14 %-Stock Supply, 12 %Margin and 12 %- Trade Discounts.Q8. Does HUL provide you any special incentives for the shelf space that youprovide for their products? Does HUL provides you any special incentives for the shlf space? Cumulative Frequency Percent Valid Percent Percent Valid Yes 67 33.5 33.5 33.5 No 133 66.5 66.5 100.0 Total 200 100.0 100.0 Does HUL provides you any special incentives for the shlf space? Yes 67.00 / 33.5% No 133.00 / 66.5%  From the above graph it is clearly seen that out of 200 retailers 33.5% retailers said Yes HUL provides special incentives for the shelf space and 66.5% said NO.BABASAB PATIL Page 66
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALBABASAB PATIL Page 67
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ9. Are you satisfied with the push activities offered by the HUL? Are you Satisfied with the Push activities offersd by HUL? Cumulative Frequency Percent Valid Percent Percent Valid Satisfied 120 60.0 60.0 60.0 Neutral 80 40.0 40.0 100.0 Total 200 100.0 100.0 Are you Satisfied with the Push activities offersd by HUL? Neutral 80.00 / 40.0% Satisfied 120.00 / 60.0%  Above graph indicates that 60% of the consumers are satisfied with the Push activities Offered by HUL and 40% of the retailers are Neutral.  Over all the retailers are satisfied.BABASAB PATIL Page 68
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALPULLQ1. What type of FMC products do you use? What type of FMC products do you use? Cumulative Frequency Percent Valid Percent Percent Valid Personal care 55 27.5 27.5 27.5 household care 55 27.5 27.5 55.0 All -3 90 45.0 45.0 100.0 Total 200 100.0 100.0 What type of FMC products do you use? All -3 90.00 / 45.0% Personal care 55.00 / 27.5% household care 55.00 / 27.5%  Above graph indicates that 55% of the consumers are using both Personal Care and Household Care products and no consumer is using only the Beverages.  45% of consumers are using All (Personal Care, Household Care and Beverages) the FMCG products.BABASAB PATIL Page 69
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Q2 & Q4. Which Brands FMCG products do you use? / Which factors influence you to buy this particular brand only? Which factors influence you to buy this particular brand only? Total Brand Availability Effective Discounts offers Influence ambassador in the advertisements by others market WhichHUL 9 17 12 13 13 11 75 BrandsP&G 4 16 10 6 8 5 49 FMCG productsWipro 1 14 9 15 20 10 69 do youITC 0 0 0 3 4 7 use? 14 47 31 37 45 26 200  HUL will sell largely in the market because of brand name , availability in the market Brand Ambassador. And P&G will sell in the market because of effective advertisements. And Wipro will sell in the market because of Discounts, Offers and Influence by others.  Company should consider the other promotional like Discounts and offers which is best provided by the Wipro. BABASAB PATIL Page 70
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ4.Why do you use this particular brand? Because of Because of Total Brand Quality Promotiona Price All Name l activities HUL 9 20 9 23 14 75 Why do you use this P&G 5 16 7 12 9 49 particular Brand? Wipro 4 15 11 28 11 69 ITC 0 0 4 3 0 7 18 51 31 66 34 200 Most of the consumer buy HUL’s products because of Brand Name and Quality of the product consumers buy Wipro because of Promotional Activities and price compare to HUL, some consumers buy P&G because of Quality and most of the consumers buy HUL’s products because of All these.BABASAB PATIL Page 71
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ6. Are you aware of HUL products? Are you aware of HUL products? Cumulative Frequency Percent Valid Percent Percent Valid Yes 199 99.5 99.5 99.5 No 1 .5 .5 100.0 Total 200 100.0 100.0 Are you aware of HUL products? No 1.00 / .5% Yes 199.00 / 99.5%  It clearly seen from the above graph that 99.5% of consumers among the total of 200 consumers are Aware of HUL and 0.5% are Not.BABASAB PATIL Page 72
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ7.If yes, which of the products you tried so far? If Yes, which of the products you tried so far? Cumulative Frequency Percent Valid Percent Percent Valid SurfExcel 21 10.5 10.5 10.5 Rin Advanced Bar 18 9.0 9.0 19.5 Wheel Active Powder 42 21.0 21.0 40.5 Clinic AllClear 47 23.5 23.5 64.0 Lux 11 5.5 5.5 69.5 Life Boy 24 12.0 12.0 81.5 Pepsodent 17 8.5 8.5 90.0 Close Up 6 3.0 3.0 93.0 Taj Mahal 3 1.5 1.5 94.5 Brue 10 5.0 5.0 99.5 Red Label 1 .5 .5 100.0 Total 200 100.0 100.0 If Yes, which of the products you tried so far? 30 24 20 21 10 12 11 Percent 9 9 6 5 0 3 S R W C L L P C T B R ife u u a ru e in lin lo e h x rf jM p d s e e ic A s E B e e L o d x a o lA A a d U v c y h b llC e a e p a c e n n l l tiv l le t c a e e r d P B o a w r d If Yes, which of the products you tried so far? e r  Above graph indicates that 24% of the consumers have tried Clinic All Clear, 21% of consumers tried Wheel Active Powder 12% Life Boy 11% Surf Excel 9% Pepsodentand 9% Rin Advanced.BABASAB PATIL Page 73
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Q9.Which of the media influenced you the most to buy the product? Which of the media influenced you the most to buy the product? Cumulative Frequency Percent Valid Percent Percent Valid T. V 67 33.5 33.5 33.5 Print media 11 5.5 5.5 39.0 By retailers 63 31.5 31.5 70.5 Sponsoring Events 4 2.0 2.0 72.5 Friends/ relatives 55 27.5 27.5 100.0 Total 200 100.0 100.0 Which of the media influenced you the most to buy the product? 40 34 30 32 28 20 10 Percent 6 0 T. V By retailers Friends/ relatives Print media Sponsoring Events Which of the media influenced you the most to buy the product? It clearly seen from the above graph that 33.5% of consumers among the total of 200 consumers are Influenced by T.V,31.5%- retailers,27.5% of consumers are Influenced by Friends and Relatives, 31.5% of consumers are Influenced by Retailer and 5.5% , 2%of retailers are by Print media and Sponsoring Events. BABASAB PATIL Page 74
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALQ10.Does HUL’s promotional activities influence you to buy its products? Does HULs promotional activities influence you to buy its products? Cumulative Frequency Percent Valid Percent Percent Valid Yes 67 33.5 33.5 33.5 No 133 66.5 66.5 100.0 Total 200 100.0 100.0 Does HULs promotional activities influence you to buy its products? Yes 67.00 / 33.5% No 133.00 / 66.5% Above graph indicates that 77.5% of the consumers are enforced by the HUL’s promotional activities and 22.5% are Not. Major proportions (77.5%) of the consumers are enforced by the HUL’s promotional activities.BABASAB PATIL Page 75
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALBABASAB PATIL Page 76
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Q12. Among the promotional activities, which do you feel better? Among the promotional activities, which do you feel better? Cumulative Frequency Percent Valid Percent Percent Valid Free gifts 27 13.5 13.5 13.5 Discounts 81 40.5 40.5 54.0 Extra grams 92 46.0 46.0 100.0 Total 200 100.0 100.0 Among the promotional activities, which do you feel better? Extra grams 92.00 / 46.0% Free gifts 27.00 / 13.5% Discounts 81.00 / 40.5% Out of total population of consumers 13.5% consumer’s opinion is providing free gifts are a better promotional activity. And 46% consumers said providing extra grams are better promotional activity and 40% said discounts are the better promotional activity. BABASAB PATIL Page 77
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Q13. Indicate your view on HUL products? Indicate your view on HUL products. Cumulative Frequency Percent Valid Percent Percent Valid Price 69 34.5 34.5 34.5 Quality 21 10.5 10.5 45.0 Taste 10 5.0 5.0 50.0 Quantity w. r. t price 62 31.0 31.0 81.0 Offers 38 19.0 19.0 100.0 Total 200 100.0 100.0 Indicate your view on HUL products. 40 35 30 31 20 19 10 11 Percent 5 0 Price Quality Taste Quantity w. r. t pri Offers Indicate your view on HUL products. Out of 200 consumers 35.5% of consumers are satisfied with the price of the HUL products.. 10.5% consumers are satisfied with the Quality of product, 5.05% of consumers are satisfied with the Taste, 31% of consumers are satisfied with Quantity w. r. t Price and 19% of consumers are satisfied with the Offers provided by the HUL. BABASAB PATIL Page 78
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL HYPOTHESESBABASAB PATIL Page 79
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALHypotheses: For the purpose of analyzing the gathered information few marketinghypotheses were the major issues in a successful conclusion of the research.1. Issue: Satisfaction of retailers towards HUL’s Push activities……….H0: More than 50% of retailers are satisfied with the Push activities offered by HUL.H1: Less than 50% of retailers are satisfied with the Push activities offered by HUL.Z > - 1.64 Accept H0.Using Z test can prove thisComputation of Z valueZ= P-P/ sigma PP=0.50 , q = (1-P) =0.50 , N=200where P= X/N = Respondents favoring Ho Total sample sizeP=120/200=0.60Sigma P = P (1-P)/ N =0.0353Z= 0.60-0.50/0.0353Z =2.832K= -1.64 (table value of Z)Conclusion;Since the calculated Z value (2.832) is greater than the critical value (k= -1.64) nullhypothesis (Ho) is accepted.Result : More than 50% of retailers are satisfied with the Push activities offered by HUL.BABASAB PATIL Page 80
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL1. Issue: Promotional activities enforced to buy HUL products…H0: More than 40% of consumers said Discounts and Extra grams are the bestpromotional.H1: Less than 40% of consumers said Discounts and Extra grams are the bestpromotional.Z - 1.64 Accept H0.Using Z test can prove thisComputation of Z valueZ= P-P/ sigma PP=0.40 , (1-P) =0.60 , N=200where P= X/N = Respondents favoring Ho Total sample sizeP=173/200=0.86Sigma P= P (1-P)/ N = 0.0012Z= 0.86-0.40/0.0012Z = 13.29K= -1.64 (referring table value of Z)Conclusion;Since critical value (K= -1.64) is less than calculated Z value (13.29) null hypothesis isaccepted.ResultBABASAB PATIL Page 81
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALMore than 40% of consumers said Discounts and Extra grams are the bestpromotional.BABASAB PATIL Page 82
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL FINDINGS PUSH From the survey it is found that 54% of the retailers are dealing with HUL from more than 6 years and 23% of the retailers are dealing with HUL from 4-6 years, 17.5% and 5.5% are from 2-4 and 1-2 respectively. It clearly seen from the above chapter that 62.5% of retailers among the total of 200 retailers are sell all categories(Personal Care, Household Care and Beverages) of HUL products, 15%, 14%,5.5% of retailers sell Only Household Care, Personal Care products and others respectively and 2.5% of retailers are sell only Beverages. Out of 200, 160 of the retailers kept P&G, 178 for wipro, 7for ITC and 110 for Others respectively. Wipro has a very high Push activities compare to HUL and Others, HUL has high Push activities compare to Others, P&G have Moderate Push activities. P&G has comparatively Low P.A. Out of total population of retailers 40% retailer’s opinion is providing Sales Margin is Good, 40% are Neutral and 20% Bad with respect to competitors. Out of total population of retailers 15% retailer’s opinion is providing Lucky Draws is Good, 45% are Neutral and 40% Bad with respect to competitors. Out of total population of retailers 53% retailer’s opinion towards Stock Suply is Good, 24.5% are Neutral and 22% are Bad. Out of total population of retailers 19% retailer’s opinion is providing Gift Offers is Good, 36% are Neutral and 45% Bad with respect to competitors. Out of total population of retailers 6.5% retailer’s opinion towards Slab wise Targets is Neutral,60% are Bad and 33.5% Worst with respect to competitors BABASAB PATIL Page 83
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Out of total population of retailers 51% retailer’s opinion is providing Offers is Good, 39% are Neutral and 10% Bad with respect to competitors. Out of total population of retailers 38.5% retailer’s opinion is providing Schemes is Good, 33.5% are Neutral and 28% Bad with respect to competitors. Out of total population of retailers 17% retailer’s opinion is providing Trade Discounts is Good, 35% are Neutral and 48% Bad with respect to competitors. From the data analysis and interpretation it is found that 20% of the retailers influenced to sell the products by Offers, 19% -Schemes, 14 %-Stock Supply, 12 %Margin and 12 %- Trade Discounts. Out of 200 retailers 33.5% retailers said that HUL provides special incentives for the shelf space and 66.5% said that it doesn’t. Out of 200 retailers 60% of the consumers are satisfied with the Push activities Offered by HUL and 40% of the retailers are Neutral. Over all the retailers are satisfied. BABASAB PATIL Page 84
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL PULL As the survey conducted 45% of consumers are using All (Personal Care, Household Care and Beverages) the FMCG products, 55% of the consumers are using both Personal Care and Household Care products and no consumer is using only the Beverages. From the data analysis I come to know that HUL will sell largely in the market because of brand name and availability in the market Brand Ambassador. And P&G will sell in the market because of effective advertisements. And Wipro will sell in the market because of Discounts, Offers and Influence by others. Company should consider the other promotional like Discounts and offers which is best provided by the Wipro. Most of the consumer buy HUL’s products because of Brand Name and Quality of the product consumers buy Wipro because of Promotional Activities and price compare to HUL, some consumers buy P&G because of Quality and most of the consumers buy HUL’s products because of All these. Out of 99.5% of consumers among the total of 200 consumers are Aware of HUL and 0.5% are Not. Above graph indicates that 24% of the consumers have tried Clinic All Clear, 21% of consumers tried Wheel Active Powder 12% Life Boy 11% Surf Excel 9% Pepsodent and 9% Rin Advanced. It clearly seen from the above graph that 33.5% of consumers among the total of 200 consumers are Influenced by T.V,31.5%- retailers,27.5% of consumers are Influenced by Friends and Relatives, and 5.5% ,2%of retailers are by Print media and Sponsoring Events. Major proportions (77.5%) of the consumers are influenced by the HUL’s promotional activities. BABASAB PATIL Page 85
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL Out of total population of consumers, 46% consumers said providing extra grams are better promotional activity and 40% said discounts are the better promotional activity And 13.5% consumer’s opinion is providing free gifts are a better promotional activity.. Out of 200 consumers 35.5% of consumers are satisfied with the price of the HUL products. 10.5% consumers are satisfied with the Quality of product, 5.05% of consumers are satisfied with the Taste, 31% of consumers are satisfied with Quantity w. r. t Price and 19% of consumers are satisfied with the Offers provided by the HUL. BABASAB PATIL Page 86
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL SUGGESTIONS Research has been made on the topic “Distributer Push and Consumer Pull in HUL” to identify the Push activities for retailers and Pull activities for consumers at Belgaum Rural. Whole study only depends upon Belgaum rural retailers and consumers. Based on the analysis and the interpretation of the data given in the previous chapter, suggestions are recorded as follows. Still few of the rural retailers’ choice of stocking depend on the factors like schemes, discounts, offers and margin and it attracts bulk orders to distributor. Distributor must satisfy retailers in respect to above Push activities. Distributor should maintain stock of all HUL products as it is existing for real long time in FMCG market and as it caters all range of customers. Discount, Offers, Gift Offers and company incentive should be passed on to the retailer by the distributors and distributor should periodically review the performance of their retailer. Most of the retailers are not happy with the distributors for not identifying them as aggressive retailers to carry out the slab target scheme. Hence the distributor should identify potential retailer outlets to carry out the slab wise targets. There is no credit facility provided to the retailers where as Competitors are providing good credit facility to retailers hence HUL distributor should provide at least one week credit facility so that distributer can be competitive and retailers can place Bulk orders. BABASAB PATIL Page 87
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALPULL Company should consider the other promotional activities like Discounts and offers which is best to attract consumers for example offers and discounts given by the Wipro which is fetching them high profit. As most of the consumers are influenced by the retailers therefore some amount can be invested into push activities apart from huge investment on advertisement.BABASAB PATIL Page 88
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL CONCLUSIONIn todays competitive world survival is the fetest. This project brought up many factsregarding Push and Pull activities of HUL for retailers and consumers. By this survey Ican conclude that HUL is really in need to perform better.In case of Push activitiesHUL distributor should try to provied some more additional offers to the existing oneslike Special incentives, Gift Offers, Lucky Draws, Slab wise Targets and credit facilitiesto the retailers.In case of Pull activitiesHUL should try and give some extra grams, discounts and free gifts to the consumers.BABASAB PATIL Page 89
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL BibliographyBABASAB PATIL Page 90
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURALMarketing By Lamb, Hair, McDanielAdvertising Management by Rajeev Batra, John G. MyersICFAI JournalMarketing Management by Philip kotlerMarketing Research by Parshu Ramanwww.hll.comwww.hllshakti.comwww.hulindia.comBABASAB PATIL Page 91
    • A STUDY OF DISTRIBUTOR PUSH AND CUSTOMER PULL IN HUL IN BELGAUM RURAL AnnexureBABASAB PATIL Page 92