Hindustan Unilever Limited<br />Group Members:<br />HareeshGunti (08)<br />JigarJani (09)<br />Prolin B. Nandu (20)<br />G...
FMCG Industry<br />FMCG products are products that have quick shelf turnover, at relatively low cost and don’t require a l...
FMCG Industry in India<br />Present<br />Fourth largest sector in the economy<br />Size - US$13.1 billion<br />Strong MNC ...
FMCG Industry in India<br />Future<br />Set to reach a size US$ 33.4 billion in 2015<br />Penetration levels in several pr...
FMCG – Major Domestic Players<br />Domestic Players<br />Britannia India Ltd (BIL)<br />Dabur India Ltd<br />Indian Tobacc...
FMCG – Major Foreign Players<br />Foreign Players<br />Cadbury India Ltd (CIL)<br />Cargill<br />Coca Cola<br />Colgate-Pa...
Hindustan Unilever Ltd<br />HUL touches the lives of two out of every three Indians everyday<br />Part of the €40 billion ...
Hindustan Unilever Ltd<br />India’s largest FMCG Company<br />Headquartered in Mumbai<br />Over 700 million consumers<br /...
HUL – Mission<br />Mission<br />Unilever&apos;s mission is to add Vitality to life. We meet everyday needs for nutrition, ...
HUL – The Journey so far…<br />A little bit of the History of HUL formation<br />
HUL – Geographic Presence<br />Production<br />More than 35 manufacturing locations across India, with major hubs being As...
Critical Success Factors<br />Clear Brand Identity –Visible elements of a brand (colours, design, logotype, name, symbol) ...
Critical Success Factors<br />Operational Effectiveness<br />Contain low cost competition: <br />	Focus on achieving cost ...
Critical Success Factors<br />Winning Through People<br />Attract and retain top quality talent: <br />     Business leade...
Critical Success Factors<br />Commitment at all levels<br />Allowing each unit to develop initiatives<br />Providing Budge...
HUL – Product Portfolio<br />
HUL – Product Portfolio<br />
HUL – Product Portfolio<br />
HUL – Product Portfolio<br />
HUL – Financials<br />
HUL – Financials<br />
HUL – Porter’s Five Forces<br />
HUL – Porter’s Five Forces<br />
HUL – Porter’s Five Forces<br />
HUL – Porter’s Five Forces<br />
HUL – Porter’s Five Forces<br />
HUL – Porter’s Five Forces<br />
SWOT Analysis<br />STRENGTHS<br />
SWOT Analysis<br />WEAKNESSES<br />
SWOT Analysis<br />OPPORTUNITIES<br />
SWOT Analysis <br />
Ansoff matrix: Products & Brand Strategic Framework<br />Existing Products<br />New Products<br />Existing markets<br />Ne...
BCG Matrix-HUL<br />Processed foods<br />Colour Cosmetics<br />Hair Care<br />Skin Care<br />Premium Soaps & Laundry<br />...
Structure<br />	Board at the apex-Headed by Chairman, <br />	comprising 5 whole time Directors and 5 independent non-execu...
	For managing sales operations, HUL divides the country into four regions, with regional branches in Delhi, Kolkata, Chenn...
Systems<br />Substantial investments in IT-based sales system<br />Every salesman now books orders on a palmtop<br />All o...
Style<br />NitinParanjpe- Youngest CEO & MD<br />&apos;CEO Factory’-Produced many business leaders<br />HUL&apos;s leaders...
Shared values<br />Unilever&apos;s mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene, and ...
Staff<br />15,000 employees, including 1200 managers, 200 scientists.<br />HUL has a strong management bandwidth having a ...
Skills<br />Has in-house manufacturing as well as outsourcing<br />R&D support from parent company<br />Large distribution...
HUL Strategy<br />Leverage brand portfolio and consumer understanding by<br />• Straddling the pyramid & deploying full po...
Leverage brand portfolio and consumer understanding by<br />Changing Pyramid – Changing Income Pattern<br />
Leverage brand portfolio and consumer understanding by<br />
Identifying the opportunity and filling it is important<br />Although HUL is market leader in most of the category, its lo...
Increasing consumption:Lifebuoy Hand wash Programme<br />Since 2002, the project has touched 50,676 villages and 120 milli...
Consumers of tomorrow: Dove<br />
Lipton Tea & Taj Mahal Tea Bags<br />
Channels of Tomorrow<br />
Pioneering new channels<br />In March 2009, HUL adapted ‘go-to-market’programme<br />First tried out in Mumbai, it was tha...
Pioneering new channels<br />Project Shakti :<br />HUL&apos;s partnership with Self Help Groups of rural women.<br />Hindu...
HUL’s distribution system<br />7,000 redistribution stockists covering about one million retail outlets. <br />The general...
Distribution Strategy - Harnessing Information Technology <br />An IT-powered system has been implemented to supply stocks...
Distribution Strategy<br />Distribution at the Villages <br />The company has brought all markets with populations of belo...
Segments of tomorrow: Hair Conditioners<br />
Building New Market : Pure it<br />Progress<br />Volume market leadership in South India<br />&gt;700 towns, 20 states cov...
Unilever Research and Development Strengths<br />
Drive increased execution rigor<br />
Enhanced Customer Service<br />
Driving cost efficiencies<br />
Integrate economic, environment &  social objectives with business agenda<br />
Thank You<br />
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  • Ankit:HUL is India’s largest FMCG company by market capitalization and revenueMarket leader in 6 out of 7 segments No. 2 position in the rest
  • HUL

    1. 1. Hindustan Unilever Limited<br />Group Members:<br />HareeshGunti (08)<br />JigarJani (09)<br />Prolin B. Nandu (20)<br />GowriNayak (21)<br />Dhruvesh Sanghvi (25)<br />Ankit Shah (27)<br />Prasad Shahane (30)<br />
    2. 2. FMCG Industry<br />FMCG products are products that have quick shelf turnover, at relatively low cost and don’t require a lot of thought, time and financial investment to purchase<br />FMCG Industry mainly deals with production, distribution & marketing of packaged goods to all consumers<br />
    3. 3. FMCG Industry in India<br />Present<br />Fourth largest sector in the economy<br />Size - US$13.1 billion<br />Strong MNC Presence<br />Well established distribution network<br />Competition between organized and unorganized sector<br />Low Costs of labour and Easy availability of key raw materials<br />
    4. 4. FMCG Industry in India<br />Future<br />Set to reach a size US$ 33.4 billion in 2015<br />Penetration levels in several products categories low<br />India one of the largest economies in terms of purchasing power with a middle class of 300mn<br />Rural India a huge market still to be tapped<br />Source: SOI, NCAER<br />
    5. 5. FMCG – Major Domestic Players<br />Domestic Players<br />Britannia India Ltd (BIL)<br />Dabur India Ltd<br />Indian Tobacco Corporation Ltd (ITCL)<br />Marico<br />Nirma Limited<br />
    6. 6. FMCG – Major Foreign Players<br />Foreign Players<br />Cadbury India Ltd (CIL)<br />Cargill<br />Coca Cola<br />Colgate-Palmolive India<br />H J Heinz Co<br />Hindustan Unilever Ltd (HUL)<br />Nestle India Ltd (NIL)<br />PepsiCo<br />Procter & Gamble Hygiene and Health Care Limited<br />
    7. 7. Hindustan Unilever Ltd<br />HUL touches the lives of two out of every three Indians everyday<br />Part of the €40 billion Unilever Group. The Group has more than 400 brands spanning 14 categories of home, personal care and food products<br />Presence in over 100 countries and employs more than 174,000 people worldwide<br />The Company was incorporated in 1933 but its products have been sold in India since 1888<br />
    8. 8. Hindustan Unilever Ltd<br />India’s largest FMCG Company<br />Headquartered in Mumbai<br />Over 700 million consumers<br />More than 15,000 employees, including 1,300 managers<br />More than 200 highly qualified scientists and technologists<br />Shares listed at BSE (Stock code - 500696) and NSE (Stock code – HINDUNILVR)<br />Shareholder base of over 3.5 lakh<br />
    9. 9. HUL – Mission<br />Mission<br />Unilever&apos;s 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.<br />
    10. 10. HUL – The Journey so far…<br />A little bit of the History of HUL formation<br />
    11. 11. HUL – Geographic Presence<br />Production<br />More than 35 manufacturing locations across India, with major hubs being Assam, Uttaranchal, Himachal Pradesh, Pondicherry and Dadra & Nagar Haveli<br />Marketing – All States in India, Project Shakti<br />
    12. 12. Critical Success Factors<br />Clear Brand Identity –Visible elements of a brand (colours, design, logotype, name, symbol) that together identify and distinguish the brand in the consumers&apos; mind) <br />Market Reach – Estimated number of the potential customers it is possible to reach through a an advertising medium or a promotional campaign<br />Tangible and intangible benefits of the brand<br />Unique Selling Proposition - Differentiation<br />
    13. 13. Critical Success Factors<br />Operational Effectiveness<br />Contain low cost competition: <br /> Focus on achieving cost competitiveness to counter low cost competition<br />Right goods, Right time, Right quality @ Right cost<br />Innovate aggressively:<br /> Innovate, Growth, Mature, Innovate<br /> Ensure the future of business<br />
    14. 14. Critical Success Factors<br />Winning Through People<br />Attract and retain top quality talent: <br /> Business leadership programme or new category organisation structure<br />Success will only be achieved through highly motivated and effective people<br />Customer and Supplier Management<br />Satisfying customers<br />Management of the total supply chain<br />
    15. 15. Critical Success Factors<br />Commitment at all levels<br />Allowing each unit to develop initiatives<br />Providing Budgetary Support to sub groups<br />Strategic Level<br />Successful implementation of the strategic objectives<br />Power brand to expand profitably to grow the business (eg: Restructure in HLL 2001)<br />IT Systems<br />Excellence in IT systems<br />
    16. 16. HUL – Product Portfolio<br />
    17. 17. HUL – Product Portfolio<br />
    18. 18. HUL – Product Portfolio<br />
    19. 19. HUL – Product Portfolio<br />
    20. 20. HUL – Financials<br />
    21. 21. HUL – Financials<br />
    22. 22. HUL – Porter’s Five Forces<br />
    23. 23. HUL – Porter’s Five Forces<br />
    24. 24. HUL – Porter’s Five Forces<br />
    25. 25. HUL – Porter’s Five Forces<br />
    26. 26. HUL – Porter’s Five Forces<br />
    27. 27. HUL – Porter’s Five Forces<br />
    28. 28. SWOT Analysis<br />STRENGTHS<br />
    29. 29. SWOT Analysis<br />WEAKNESSES<br />
    30. 30. SWOT Analysis<br />OPPORTUNITIES<br />
    31. 31. SWOT Analysis <br />
    32. 32. Ansoff matrix: Products & Brand Strategic Framework<br />Existing Products<br />New Products<br />Existing markets<br />New markets<br />
    33. 33.
    34. 34.
    35. 35. BCG Matrix-HUL<br />Processed foods<br />Colour Cosmetics<br />Hair Care<br />Skin Care<br />Premium Soaps & Laundry<br />Deodorants<br />Water (PureIt)<br />Mass Soaps<br />Beverages<br />Oral care <br />Laundry<br />Sea-food exports<br />
    36. 36.
    37. 37. Structure<br /> Board at the apex-Headed by Chairman, <br /> comprising 5 whole time Directors and 5 independent non-executive Directors.<br />Divisions: Each division is self-sufficient with dedicated resources and assets in sales, marketing, commercial, and manufacturing. <br /> Each category and each function - Sales, Commercial, Manufacturing - is headed by a Vice President. <br />
    38. 38. For managing sales operations, HUL divides the country into four regions, with regional branches in Delhi, Kolkata, Chennai and Mumbai. <br /> In Marketing, each category has a Marketing Manager who heads a team of Brand Managers dedicated to each or a group of brands. <br /> Each Division has a nationwide manufacturing base, with each factory peopled by teams of Production, Engineering, Quality Assurance, Commercial and Personnel Managers.<br />
    39. 39. Systems<br />Substantial investments in IT-based sales system<br />Every salesman now books orders on a palmtop<br />All orders are fed into a central database from the distributor point. <br />This extensive network is installed at all 3,500 distributor points—which makes for accurate on-the-fly demand projections and helps avoid stock-out losses. <br />
    40. 40.
    41. 41. Style<br />NitinParanjpe- Youngest CEO & MD<br />&apos;CEO Factory’-Produced many business leaders<br />HUL&apos;s leadership development model has groomed managers by providing a well-rounded view of the business through job rotation and various new assignments. <br />The system was designed to identify fast-trackers, who were called the Lever listers and groom them for handling greater responsibilities. For every position, typically three people competed. <br />
    42. 42. Shared values<br />Unilever&apos;s 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.<br />Unilever has earned a reputation for conducting its business with integrity and with respect for all those whom our activities affect.  <br />Singular belief that ‘what is good for India is<br />good for HUL’.<br />It has strategically introduced new products on “think global and act local” concept <br />Deep roots in local cultures and markets around the world give it a strong relationship with consumers.<br />
    43. 43. Staff<br />15,000 employees, including 1200 managers, 200 scientists.<br />HUL has a strong management bandwidth having a team of professionals for each SBU.<br />At HUL, career paths are designed such that they will build employees into business leaders. Employees would start from a managerial level in any of the following functions: commercial , technical, sales & marketing, IT, HR<br />The objective of each path is however the same: to give the employee a strong foundation so that she would be in a position to take on complete ownership for a brand or a unit.<br />
    44. 44. Skills<br />Has in-house manufacturing as well as outsourcing<br />R&D support from parent company<br />Large distribution network<br />Strong management<br />Has the best marketing talent in the industry<br />
    45. 45. HUL Strategy<br />Leverage brand portfolio and consumer understanding by<br />• Straddling the pyramid & deploying full portfolio<br />• Driving consumption & penetration opportunity<br />Winning with consumers, channels, segments/markets of tomorrow<br />• Build markets and capabilities for the future<br />• Leverage Unilever scale and know how<br />Drive increased execution rigour<br />Step-up in cost efficiency initiatives<br />Integrate economic, environment & social objectives with business agenda<br />
    46. 46. Leverage brand portfolio and consumer understanding by<br />Changing Pyramid – Changing Income Pattern<br />
    47. 47. Leverage brand portfolio and consumer understanding by<br />
    48. 48. Identifying the opportunity and filling it is important<br />Although HUL is market leader in most of the category, its loosing its market share. <br />
    49. 49. Increasing consumption:Lifebuoy Hand wash Programme<br />Since 2002, the project has touched 50,676 villages and 120 million people.<br />Campaign Impact<br />•Awareness of germs - 52% to 83%<br />•Association of germs with disease - 35% to 57%<br />
    50. 50. Consumers of tomorrow: Dove<br />
    51. 51. Lipton Tea & Taj Mahal Tea Bags<br />
    52. 52. Channels of Tomorrow<br />
    53. 53. Pioneering new channels<br />In March 2009, HUL adapted ‘go-to-market’programme<br />First tried out in Mumbai, it was than implemented across all towns and cities with a population above eight lakh, starting with Chennai.<br />Earlier, HUL had different distributors for its home and personal care division and food division in the same area. Now, all the products would be sold by the same distributor in any one area.<br />The Go-to-Market model also helps to remove the enormous logistics hitherto faced by the distributors in their back-end operations, thus removing significant costs from the system. More importantly, enabling them to focus on the front-end to deliver better services to end-retail,”<br />
    54. 54. Pioneering new channels<br />Project Shakti :<br />HUL&apos;s partnership with Self Help Groups of rural women.<br />Hindustan Unilever Network (HUN): <br /> Direct Selling Channel - Home & Personal Care and Foods.<br />Out-of-Home: <br /> Alliance with Pepsi Co. – Vending machine for hot beverages like tea and coffee. <br />Health and Beauty services : <br />Lakme Salons provide specialised beauty services and solutions. <br />Ayush Therapy Centres easy access to authentic Ayurvedic treatments and products.<br />
    55. 55. HUL’s distribution system<br />7,000 redistribution stockists covering about one million retail outlets. <br />The general trade comprises grocery stores, chemists, wholesale, kiosks and general stores. <br />Hindustan Unilever provide tailor made services to each of its channel partners. <br />HUL is using the point of purchase method for much higher level of direct contact, through in-store facilitators, sampling, education and experience. <br />
    56. 56. Distribution Strategy - Harnessing Information Technology <br />An IT-powered system has been implemented to supply stocks to redistribution stockists. <br />The objective is to make the product available at the right place and right time in the most cost effective manner. <br />For this, stockists have been connected through an Internet-based network, called RS Net, for online interaction. <br />RS Net is part of Project Leap, HUL&apos;s end-to-end supply chain. <br />
    57. 57. Distribution Strategy<br />Distribution at the Villages <br />The company has brought all markets with populations of below 50,000 under one rural sales organisation. <br />The team comprises an exclusive sales force and exclusive redistribution stockists. <br />The team focuses on building superior availability of products. <br />In rural India, the network directly covers about 50,000 villages, reaching 250 million consumers, through 6000 sub-stockists. <br />Distribution at the Supermarkets <br />HUL has set up a full-scale sales organisation, for this channel to serve modern retailing outlets. <br />Product tests and in-store sampling is provided to consumers. <br />
    58. 58. Segments of tomorrow: Hair Conditioners<br />
    59. 59. Building New Market : Pure it<br />Progress<br />Volume market leadership in South India<br />&gt;700 towns, 20 states covered<br />Increasing penetration through retail presence in &lt;10 L population towns<br />More than 400 safe water zones established<br />Growing consistently @ &gt; 50%<br />More than 7 million lives protected<br />Complete protection …`as safe as boiled water’<br />Meets US EPA standards<br />Works without electricity, pressurized piped water<br />Affordable:<br />Device Rs 2000 ( $40)<br />Germkill Battery Rs 350 ($7)<br />Rs 0.35 per litre ( &lt; 1 $ cent) (incl. initial price)<br />Unique Promotional Campaign<br />
    60. 60. Unilever Research and Development Strengths<br />
    61. 61. Drive increased execution rigor<br />
    62. 62. Enhanced Customer Service<br />
    63. 63. Driving cost efficiencies<br />
    64. 64. Integrate economic, environment & social objectives with business agenda<br />
    65. 65. Thank You<br />

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